Welcome

Please take the next 5 min to complete the Thomas-Kilmann

Conflict Mode Instrument (TKI) located at your table

•Consider situations when you may have experienced conflict in the workplace.

•Read over the pairs of statements describing possible responses. For each

pair, circle the “A” or “B” statement most characteristic of your own behavior.

•In some cases, neither statement may be very typical of your behavior, but

please select the response you would be more likely to use.

•Total your scores using the score sheet provided

TKI can be found online: https://www.cu.edu/sites/default/files/aug_Thomas_Kilmann.pdf

Leading with Emotional

& Cultural Intelligence

Dr. Paige E. Butler, Middlebury Institute of International Studies

Kathleen Ellwood, Anglo Educational Services

Denita Takemoto, George Washington University

Today’s Agenda

● Overview of Emotional Intelligence (EQ) and

Cultural Intelligence (CQ)

● Importance of EQ & CQ in leadership

● Case Study Discussion

● Self-Assessment

● Practical Tools & Strategies

● Q & A

Journaling Exercise

1. What images come to mind when thinking about conflict?

2. How do you deal with conflict? What do you do?

3. How do you feel when you address conflict?

About the TKI

● Based on Leadership Style Model - Blake Mouton Axis

(1964)

● Used to assess individual behavior in conflict situations

● Research shows 5 basic styles or modes for handling

conflict

Five Dimensions

Group Discussion

What images did you think of when you wrote about conflict

earlier?

How can conflict be positive?

How do you relate conflict to Emotional & Cultural

Intelligence?

Emotional Intelligence

“The ability to monitor and regulate one’s

own and other’s feelings, and to use feelings to

guide thought and action.”

Salovey and Mayer, 1990

Emotional Intelligence

“Knowing one’s internal states,

preferences, intuitions and

resources.”

Daniel Goleman,

Working with Emotional Intelligence

Emotional Intelligence

EQ

Cultural Intelligence

Cultural Intelligence

http://guff.com/15-ways-people-greet-each-other-from-countries-around-the-world/malaysia

Three Components of CQ

Knowledge / Cognitive

Action / Behavioral

Emotion / Motivational

Model of CQ

So what?

“...Growing interest in ‘real world’

intelligence includes intelligence that

focuses on specific content domains such

as social intelligence, emotional intelligence

and practical intelligence. CQ acknowledges

the practical realities of globalization and

focuses on a specific domain – intercultural

settings...” (Vedadi et al., 2010, p 27).

Relevance of EQ in the Workplace

Since January 1, 2013 Fast Company

Magazine has published 38 articles related to

emotional intelligence.

Since January 1, 2015 The Harvard Business

Review has published six articles on Emotional

intelligence in the workplace.

Business Schools Trends

Realization that a focus entirely on knowledge acquisition

does not yield the results that employers are looking for in

MBA students.

A trend in the business world in looking beyond college grades,

business schools are testing for emotional intelligence quotient

— that students have traits like empathy and resilience that

are correlated with future success.

EQ and the MBA

Since the financial crisis, a strong moral compass

and the ability to work with teams have taken on

added importance for employers.

“Now you Might Have to Show Emotional IQ to Get Into Business School”, Max

Nisen, Business Insider, May 2, 2013

New Approaches in MBA Curriculum

Three critical behaviors linked to success in the ‘new normal’:

1.Thinking differently (holistic thinking, moving away from

either or thinking)

2. Leading differently (possess multiple intelligences)

3. Creating engaging work environments

Importance of CQ for MBA Students

It is more important that students possess a

high level of awareness of the self and of

others in order to successfully navigate cross-

cultural interactions.

“Cultural Intelligence in MBA Curricula”, Mark Ahn, Larry Ettner

Multicultural Education and Technology Journal, Vol 7, No. 1, 2013

Where does CQ fit in the MBA Curriculum?

Most important attributes to increase CQ:

● International work experience

● Learning an additional language

● Obtaining an undergraduate degree overseas

GWSB Consultancy Abroad Project

What:Three-credit course as part of the core

Global MBA program curriculum.

Why: Provide students with consulting

experience outside of the United States. The

goal is for students to work on real-world, real-time

projects.

Importance of EQ & CQ for International

Education Leadership

Case Study Discussion

Strategies & Tools

Raising Awareness & Cultivating Change a) Self-Assessment

i) Conflict Management (TKI)

ii) Cultural Intelligence

iii) Emotional Intelligence (EQ Questionnaire)

b) Understanding your Strengths & Weaknesses

c) Cultivating Change and Improvement

d) Reflection

Strategies & Tools: Conflict

Management

Flex your conflict mode response by thinking through...

1. How invested in the relationship are you?

2. How important is the issue to you?

3. Do you have the energy for the conflict?

4. Are you aware of the potential consequences?

5. Are you ready for the consequences?

6. What are the consequences if you do not engage in the

conflict?

• How might your predominant style of managing conflict affect

your current workplace relationships?

•When might your predominant style of managing conflict be

most effective? Least effective?

•Are any changes necessary to contribute to establish a

common ground and promote a positive conflict culture in your

organization?

Strategies & Tools:

Conflict Management Reflection

Strategies & Tools:

Cultural Intelligence

See handouts

● Harvard Business Review - CQ Assessment (2004)

● Pearson - CQ Assessment “Where Am I Now?” (2008)

● Check online for other assessment tools

● What are your CQ strengths? Why are these your

strengths?

● What are your CQ weaknesses? Why are these your

weaknesses?

● How can you improve your overall CQ?

● Where/when will you practice new CQ skills?

● How effective are your new CQ skills?

Strategies & Tools:

Cultural Intelligence Reflection

Strategies & Tools:

Emotional Intelligence

● Emotional Intelligence Tests by

Mark Daniel

● Emotional Intelligence Appraisal @

http://www.talentsmart.com/test/

Strategies and Tools: Listening

Five Major areas of focus/listening:

1. Recalling details

2. Understanding the big picture

3. Evaluating the content

4. Empathetic listening

5. Attending to subtle cues

Mindfulness

Mindful Listening

Pair up & Listen:

What would

make this a

successful day

for you?

Tips for Leaders:

Cultivate EQ & CQ in the Workplace

1. Be present, have presence, and be visible

2. Listen without judgment, without giving advice

3. Honor your commitments

4. Cultivate an environment of trust

5. Create standards of accountability for intercultural

interactions

Meditation

Did your mind feel like a snowglobe when

meditating?

Did you have trouble

keeping focus on your breath?

Practice helps…

Closing Thoughts

Contact Us

Paige E. Butler, Ed.D.

PButler@miis.edu

Denita Takemoto

dtakemoto@gwu.edu

Kathleen Ellwood

Kathy@angloeducational.com

EQ Resources

Emotional Intelligence

• Bradberry, T. & Greaves, J. (2009). Emotional Intelligence 2.0. San Diego, CA: TalentSmart.

• Chade-Meng, T. (2012). Search Inside Yourself: The Unexpected Path to Achieve Success, Happiness (and World

Peace). New York, NY: HarperCollins Publishers.

• Ciarrochi, J., & Mayer, J. D. (2007). Applying emotional intelligence: A practitioner's guide. New York: Psychology

Press.

• Emotional Intelligence Appraisal: http://www.talentsmart.com/test/

• Goleman, D. (2000). Working with Emotional Intelligence. New York, NY: Bantam Dell.

• Goleman, D. (2005). Emotional Intelligence: Why It Can Matter More Than IQ. New York, NY: Bantam Books.

• Goleman, D., Boyatzis, R. E., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence.

Boston, Mass: Harvard Business School Press.

• HBR’s 10 Must Reads on Managing Yourself. (2010). Boston, MA: Harvard Business Review Press.

• HBR’s 10 Must Reads On Leadership. (2011). Boston, MA: Harvard Business Review Press.

• Nhat Hanh, T. (1999). The Miracle of Mindfulness: An Introduction to the Practice of Meditation. Boston, MA: Beacon

Press.

• Seligman, M.E.P. (2004). Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for

Lasting Fulfillment. New York, NY: The Free Press.

CQ Resources

Cultural Intelligence

• Earley, P. C., Ang, S., & Tan, J.-S. (2006). CQ: Developing cultural intelligence at work. Stanford, Calif: Stanford

Business Books.

• Earley, P. C., & Ang, S. (2003), "Cultural intelligence: Individual interactions across cultures", Palo Alto, Calif:

Stanford University Press.

• Earley, P. C., & Mosakowski, E. (2004), "Cultural intelligence", Harvard Business Review, Vol. 82, No. 10, pp. 139–

140.

• Earley, P. C., & Peterson, R. S. (2004), "The elusive cultural chameleon: Cultural intelligence as a new approach to

intercultural training for the global manager", Academy of Management Learning and Education, Vol. 3, No. 1, pp.

100-115.

• HBR Cross-Cultural Management (2004) HBR: https://hbr.org/2004/10/cultural-intelligence

• Janssens, M., & Brett, J. (January 01, 2006). Cultural Intelligence in Global Teams. Group & Organization

Management, 31, 1, 124-153.

• Livermore, D. (2011). The Cultural Intelligence Difference. New York, NY: American Management Association.

• Moua, M. (2013). Leading With Cultural Intelligence. Washington, DC: FlatWorld Knowledge.

• Rodrigues, C. (2009). International Management: A Cultural Approach (3rd edition). Thousand Oaks, CA: SAGE

Publications.

• Thomas, D. C., & Inkson, K. (2009). Cultural intelligence: Living and working globally. San Francisco, CA: Berrett-

Koehler Publishers.