Table of Contents

CONTENTS

Foreword by Soon Ang, PhD, and Linn Van Dyne, PhD

PART I: CULTURAL INTELLIGENCE FOR GLOBAL LEADERS

1. Culture Matters: Why You Need Cultural Intelligence

Creating and navigating culture is among leaders' most imporant roles. Review why culture matters for today's global leaders and beware of the myths that often inform global leadership practice.

2. What Is Cultural Intelligence?

Discover the critical capabilities found in culturally intelligent leaders and learn how to assess and improve CQ in yourself and others.

PART II: DEVELOPING CULTURAL INTELLIGENCE

3. CQ Drive: Discover the Potential

Start by considering the impact of your motivation for adapting cross-culturally. And learn how to improve CQ Drive in yourself and those you lead.

4. CQ Knowledge (Part 1): Know What Differences Matter

Next, learn how to read an intercultural situation by improving your grasp of the seminal ways cultures differ. And understand the best way to use intercultural understanding.

5. CQ Knowledge (Part 2): Understand Ten Cultural Value Dimensions

Review ten cultural value dimensions and the way they influence the behavior of the ten largest cultural clusters in the world. And learn how to improve CQ Knowledge in yourself and those you lead.

6. CQ Strategy: Don't Trust Your Gut

See how to use your cultural understanding to effectively strategize on behalf of yourself and your organization. And learn how to improve CQ Strategy in yourself and those you lead.

7. CQ Action: Be Yourself, Sort Of

Discover when and how to adapt your behavior for different cultural situations. And learn how to improve CQ Action in yourself and those you lead.

PART III: LEVERAGING CULTURAL INTELLIGENCE

8. The ROI for Culturally Intelligent Leaders

Discover what predicts whether someone has high CQ. And note the relationships between what improves CQ and the return on investment from leading with cultural intelligence.

9. Developing a Culturally Intelligent Team

Review the best practices for developing a culturally intelligent organization or team. And create a plan for leading with cultural intelligence.

Epilogue: Can You Really Be a Global Leader?

Acknowledgments

Appendix 1: Ten Cultural Clusters

Appendix 2: Resources from the Cultural Intelligence Center

Notes

Index

About the Author

About the Author

David Livermore, PH.D., is President and Partner at the Cultural Intelligence Center. He has done training and consulting for leaders in more than 100 countries and is the author of The Cultural Intelligence Difference.