Leader cultural intelligence and organizational performance

One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand,...
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Autor*in:	Nosratabadi, Saeed [verfasserIn] Bahrami, Parvaneh [verfasserIn] Palouzian, Khodayar [verfasserIn] Mosavi, Amir [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2020

Rechteinformationen:	Open Access Namensnennung 4.0 International ; CC BY 4.0

Schlagwörter:	Cultural intelligence organizational performance organizational structure EFQM excellence model leader cultural intelligence

Übergeordnetes Werk:	Enthalten in: Cogent business & management - London : Taylor & Francis, 2014, 7(2020), 1, Artikel-ID 1809310, Seite 1-17
Übergeordnetes Werk:	volume:7 ; year:2020 ; number:1 ; elocationid:1809310 ; pages:1-17

Links:	Link aufrufen Link aufrufen Link aufrufen

DOI / URN:	10.1080/23311975.2020.1809310

Katalog-ID:	1772582522

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allfields	10.1080/23311975.2020.1809310 doi 10419/244926 hdl (DE-627)1772582522 (DE-599)KXP1772582522 DE-627 ger DE-627 rda eng Nosratabadi, Saeed verfasserin aut Leader cultural intelligence and organizational performance Saeed Nosratabadi, Parvaneh Bahrami, Khodayar Palouzian and Amir Mosavi 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand, organizational structure plays an active role in developing and promoting such skills in an organization. Therefore, this study aimed to investigate the effect of leader CQ on organizational performance mediated by organizational structure. To achieve the objective of this research, first, conceptual models and hypotheses of this research were formed based on the literature. Then, a quantitative empirical research design using a questionnaire, as a tool for data collection, and structural equation modeling, as a tool for data analysis, was employed among executives of knowledge-based companies in the Science and Technology Park, Bushehr, Iran. The results disclosed that leader CQ directly and indirectly (i.e., through the organizational structure) has a positive and significant effect on organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization. Accordingly, such companies are encouraged to invest in improving the cultural intelligence of their leaders to improve their performance in cross-cultural environments, and to design appropriate organizational structures for the development of their intellectual capital. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Cultural intelligence (dpeaa)DE-206 organizational performance (dpeaa)DE-206 organizational structure (dpeaa)DE-206 EFQM excellence model (dpeaa)DE-206 leader cultural intelligence (dpeaa)DE-206 Bahrami, Parvaneh verfasserin aut Palouzian, Khodayar verfasserin aut Mosavi, Amir verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 7(2020), 1, Artikel-ID 1809310, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:7 year:2020 number:1 elocationid:1809310 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310 Verlag kostenfrei https://doi.org/10.1080/23311975.2020.1809310 Resolving-System kostenfrei http://hdl.handle.net/10419/244926 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2020 1 1809310 1-17 26 01 0206 3984906196 x1z 06-10-21 2403 01 DE-LFER 3999867124 00 --%%-- --%%-- n --%%-- l01 08-11-21 2403 01 DE-LFER https://doi.org/10.1080/23311975.2020.1809310 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310
spelling	10.1080/23311975.2020.1809310 doi 10419/244926 hdl (DE-627)1772582522 (DE-599)KXP1772582522 DE-627 ger DE-627 rda eng Nosratabadi, Saeed verfasserin aut Leader cultural intelligence and organizational performance Saeed Nosratabadi, Parvaneh Bahrami, Khodayar Palouzian and Amir Mosavi 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand, organizational structure plays an active role in developing and promoting such skills in an organization. Therefore, this study aimed to investigate the effect of leader CQ on organizational performance mediated by organizational structure. To achieve the objective of this research, first, conceptual models and hypotheses of this research were formed based on the literature. Then, a quantitative empirical research design using a questionnaire, as a tool for data collection, and structural equation modeling, as a tool for data analysis, was employed among executives of knowledge-based companies in the Science and Technology Park, Bushehr, Iran. The results disclosed that leader CQ directly and indirectly (i.e., through the organizational structure) has a positive and significant effect on organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization. Accordingly, such companies are encouraged to invest in improving the cultural intelligence of their leaders to improve their performance in cross-cultural environments, and to design appropriate organizational structures for the development of their intellectual capital. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Cultural intelligence (dpeaa)DE-206 organizational performance (dpeaa)DE-206 organizational structure (dpeaa)DE-206 EFQM excellence model (dpeaa)DE-206 leader cultural intelligence (dpeaa)DE-206 Bahrami, Parvaneh verfasserin aut Palouzian, Khodayar verfasserin aut Mosavi, Amir verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 7(2020), 1, Artikel-ID 1809310, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:7 year:2020 number:1 elocationid:1809310 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310 Verlag kostenfrei https://doi.org/10.1080/23311975.2020.1809310 Resolving-System kostenfrei http://hdl.handle.net/10419/244926 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2020 1 1809310 1-17 26 01 0206 3984906196 x1z 06-10-21 2403 01 DE-LFER 3999867124 00 --%%-- --%%-- n --%%-- l01 08-11-21 2403 01 DE-LFER https://doi.org/10.1080/23311975.2020.1809310 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310
allfields_unstemmed	10.1080/23311975.2020.1809310 doi 10419/244926 hdl (DE-627)1772582522 (DE-599)KXP1772582522 DE-627 ger DE-627 rda eng Nosratabadi, Saeed verfasserin aut Leader cultural intelligence and organizational performance Saeed Nosratabadi, Parvaneh Bahrami, Khodayar Palouzian and Amir Mosavi 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand, organizational structure plays an active role in developing and promoting such skills in an organization. Therefore, this study aimed to investigate the effect of leader CQ on organizational performance mediated by organizational structure. To achieve the objective of this research, first, conceptual models and hypotheses of this research were formed based on the literature. Then, a quantitative empirical research design using a questionnaire, as a tool for data collection, and structural equation modeling, as a tool for data analysis, was employed among executives of knowledge-based companies in the Science and Technology Park, Bushehr, Iran. The results disclosed that leader CQ directly and indirectly (i.e., through the organizational structure) has a positive and significant effect on organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization. Accordingly, such companies are encouraged to invest in improving the cultural intelligence of their leaders to improve their performance in cross-cultural environments, and to design appropriate organizational structures for the development of their intellectual capital. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Cultural intelligence (dpeaa)DE-206 organizational performance (dpeaa)DE-206 organizational structure (dpeaa)DE-206 EFQM excellence model (dpeaa)DE-206 leader cultural intelligence (dpeaa)DE-206 Bahrami, Parvaneh verfasserin aut Palouzian, Khodayar verfasserin aut Mosavi, Amir verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 7(2020), 1, Artikel-ID 1809310, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:7 year:2020 number:1 elocationid:1809310 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310 Verlag kostenfrei https://doi.org/10.1080/23311975.2020.1809310 Resolving-System kostenfrei http://hdl.handle.net/10419/244926 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2020 1 1809310 1-17 26 01 0206 3984906196 x1z 06-10-21 2403 01 DE-LFER 3999867124 00 --%%-- --%%-- n --%%-- l01 08-11-21 2403 01 DE-LFER https://doi.org/10.1080/23311975.2020.1809310 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310
allfieldsGer	10.1080/23311975.2020.1809310 doi 10419/244926 hdl (DE-627)1772582522 (DE-599)KXP1772582522 DE-627 ger DE-627 rda eng Nosratabadi, Saeed verfasserin aut Leader cultural intelligence and organizational performance Saeed Nosratabadi, Parvaneh Bahrami, Khodayar Palouzian and Amir Mosavi 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand, organizational structure plays an active role in developing and promoting such skills in an organization. Therefore, this study aimed to investigate the effect of leader CQ on organizational performance mediated by organizational structure. To achieve the objective of this research, first, conceptual models and hypotheses of this research were formed based on the literature. Then, a quantitative empirical research design using a questionnaire, as a tool for data collection, and structural equation modeling, as a tool for data analysis, was employed among executives of knowledge-based companies in the Science and Technology Park, Bushehr, Iran. The results disclosed that leader CQ directly and indirectly (i.e., through the organizational structure) has a positive and significant effect on organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization. Accordingly, such companies are encouraged to invest in improving the cultural intelligence of their leaders to improve their performance in cross-cultural environments, and to design appropriate organizational structures for the development of their intellectual capital. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Cultural intelligence (dpeaa)DE-206 organizational performance (dpeaa)DE-206 organizational structure (dpeaa)DE-206 EFQM excellence model (dpeaa)DE-206 leader cultural intelligence (dpeaa)DE-206 Bahrami, Parvaneh verfasserin aut Palouzian, Khodayar verfasserin aut Mosavi, Amir verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 7(2020), 1, Artikel-ID 1809310, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:7 year:2020 number:1 elocationid:1809310 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310 Verlag kostenfrei https://doi.org/10.1080/23311975.2020.1809310 Resolving-System kostenfrei http://hdl.handle.net/10419/244926 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2020 1 1809310 1-17 26 01 0206 3984906196 x1z 06-10-21 2403 01 DE-LFER 3999867124 00 --%%-- --%%-- n --%%-- l01 08-11-21 2403 01 DE-LFER https://doi.org/10.1080/23311975.2020.1809310 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310
allfieldsSound	10.1080/23311975.2020.1809310 doi 10419/244926 hdl (DE-627)1772582522 (DE-599)KXP1772582522 DE-627 ger DE-627 rda eng Nosratabadi, Saeed verfasserin aut Leader cultural intelligence and organizational performance Saeed Nosratabadi, Parvaneh Bahrami, Khodayar Palouzian and Amir Mosavi 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand, organizational structure plays an active role in developing and promoting such skills in an organization. Therefore, this study aimed to investigate the effect of leader CQ on organizational performance mediated by organizational structure. To achieve the objective of this research, first, conceptual models and hypotheses of this research were formed based on the literature. Then, a quantitative empirical research design using a questionnaire, as a tool for data collection, and structural equation modeling, as a tool for data analysis, was employed among executives of knowledge-based companies in the Science and Technology Park, Bushehr, Iran. The results disclosed that leader CQ directly and indirectly (i.e., through the organizational structure) has a positive and significant effect on organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization. Accordingly, such companies are encouraged to invest in improving the cultural intelligence of their leaders to improve their performance in cross-cultural environments, and to design appropriate organizational structures for the development of their intellectual capital. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Cultural intelligence (dpeaa)DE-206 organizational performance (dpeaa)DE-206 organizational structure (dpeaa)DE-206 EFQM excellence model (dpeaa)DE-206 leader cultural intelligence (dpeaa)DE-206 Bahrami, Parvaneh verfasserin aut Palouzian, Khodayar verfasserin aut Mosavi, Amir verfasserin aut Enthalten in Cogent business & management London : Taylor & Francis, 2014 7(2020), 1, Artikel-ID 1809310, Seite 1-17 Online-Ressource (DE-627)837953715 (DE-600)2837523-3 (DE-576)446658456 2331-1975 nnns volume:7 year:2020 number:1 elocationid:1809310 pages:1-17 https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310 Verlag kostenfrei https://doi.org/10.1080/23311975.2020.1809310 Resolving-System kostenfrei http://hdl.handle.net/10419/244926 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2009 GBV_ILN_2014 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2020 1 1809310 1-17 26 01 0206 3984906196 x1z 06-10-21 2403 01 DE-LFER 3999867124 00 --%%-- --%%-- n --%%-- l01 08-11-21 2403 01 DE-LFER https://doi.org/10.1080/23311975.2020.1809310 2403 01 DE-LFER https://www.tandfonline.com/doi/pdf/10.1080/23311975.2020.1809310
language	English
source	Enthalten in Cogent business & management 7(2020), 1, Artikel-ID 1809310, Seite 1-17 volume:7 year:2020 number:1 elocationid:1809310 pages:1-17
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topic_facet	Cultural intelligence organizational performance organizational structure EFQM excellence model leader cultural intelligence
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authorswithroles_txt_mv	Nosratabadi, Saeed @@aut@@ Bahrami, Parvaneh @@aut@@ Palouzian, Khodayar @@aut@@ Mosavi, Amir @@aut@@
publishDateDaySort_date	2020-01-01T00:00:00Z
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topic_title	Leader cultural intelligence and organizational performance Saeed Nosratabadi, Parvaneh Bahrami, Khodayar Palouzian and Amir Mosavi Cultural intelligence (dpeaa)DE-206 organizational performance (dpeaa)DE-206 organizational structure (dpeaa)DE-206 EFQM excellence model (dpeaa)DE-206 leader cultural intelligence (dpeaa)DE-206
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title_full	Leader cultural intelligence and organizational performance Saeed Nosratabadi, Parvaneh Bahrami, Khodayar Palouzian and Amir Mosavi
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title_auth	Leader cultural intelligence and organizational performance
abstract	One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand, organizational structure plays an active role in developing and promoting such skills in an organization. Therefore, this study aimed to investigate the effect of leader CQ on organizational performance mediated by organizational structure. To achieve the objective of this research, first, conceptual models and hypotheses of this research were formed based on the literature. Then, a quantitative empirical research design using a questionnaire, as a tool for data collection, and structural equation modeling, as a tool for data analysis, was employed among executives of knowledge-based companies in the Science and Technology Park, Bushehr, Iran. The results disclosed that leader CQ directly and indirectly (i.e., through the organizational structure) has a positive and significant effect on organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization. Accordingly, such companies are encouraged to invest in improving the cultural intelligence of their leaders to improve their performance in cross-cultural environments, and to design appropriate organizational structures for the development of their intellectual capital.
abstractGer	One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand, organizational structure plays an active role in developing and promoting such skills in an organization. Therefore, this study aimed to investigate the effect of leader CQ on organizational performance mediated by organizational structure. To achieve the objective of this research, first, conceptual models and hypotheses of this research were formed based on the literature. Then, a quantitative empirical research design using a questionnaire, as a tool for data collection, and structural equation modeling, as a tool for data analysis, was employed among executives of knowledge-based companies in the Science and Technology Park, Bushehr, Iran. The results disclosed that leader CQ directly and indirectly (i.e., through the organizational structure) has a positive and significant effect on organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization. Accordingly, such companies are encouraged to invest in improving the cultural intelligence of their leaders to improve their performance in cross-cultural environments, and to design appropriate organizational structures for the development of their intellectual capital.
abstract_unstemmed	One of the challenges for international companies is to manage multicultural environments effectively. Cultural intelligence (CQ) is a soft skill required of the leaders of organizations working in cross-cultural contexts to be able to communicate effectively in such environments. On the other hand, organizational structure plays an active role in developing and promoting such skills in an organization. Therefore, this study aimed to investigate the effect of leader CQ on organizational performance mediated by organizational structure. To achieve the objective of this research, first, conceptual models and hypotheses of this research were formed based on the literature. Then, a quantitative empirical research design using a questionnaire, as a tool for data collection, and structural equation modeling, as a tool for data analysis, was employed among executives of knowledge-based companies in the Science and Technology Park, Bushehr, Iran. The results disclosed that leader CQ directly and indirectly (i.e., through the organizational structure) has a positive and significant effect on organizational performance. In other words, in organizations that operate in a multicultural environment, the higher the level of leader CQ, the higher the performance of that organization. Accordingly, such companies are encouraged to invest in improving the cultural intelligence of their leaders to improve their performance in cross-cultural environments, and to design appropriate organizational structures for the development of their intellectual capital.
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