Cultural Differences and Emotional Intelligence

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Cultural Differences and Emotional Intelligence

Abstract
During an the assessment of several countries, values of open-mindedness, inclusion, respect and tolerance are more likely to be attained within a prospectus that encourages the increase of Emotional Intelligence (EI). In this research paper, the role of EI in determining leadership effectiveness was reviewed to explain emotional characteristics specific to five countries: Nigeria, Mexico, Russia, Argentina, and China. These countries were included in a study called Project Globe. GLOBE is the acronym for Global Leadership and Organizational Behavior Effectiveness. In this study, four cultural clusters were utilized, and the role of emotional intelligence was evaluated in determining leadership effectiveness. Emotional Intelligence was appraised more favorably than technical skills and cognitive skills, especially when referring to social skills, and transformational/charismatic leaderships were preferred across cultures. The intent of the collaborative effort of Team 4 was to explore the cultural values and practices in five different countries and to identify their impact on organizational practices and leadership attributes.

One way to explore cultural similarities in the world is to study cultural clusters which are a group of countries that share many similarities. The countries in a cluster are more like each other than another country from outside the cluster (Javidan & House, 2002). A study conducted by the consulting firm KPMG (Project Globe) tested the proposition linking EI and cross-cultural leadership by surveying managers from four cultural clusters (Anglo, Latin European, Eastern European, and Southern Asian).
Project GLOBE was a multi-phase, multi-method research project in which some 170 investigators from over 60 cultures representing all major regions in the world joined forces to examine the interrelationships between societal



References: Ashkanasy, N.M., Trevor-Roberts, E. & Earnshaw, L. (2002). “The Anglo Cluster: Legacy of the British Empire” Journal of World Business, Volume 37:1, 28-39 World’s Leading 39 Economies. Retrieved Sept 5, 2013, from http://www.worldbusinessculture.com/Mexican-Business-Style.html. Goleman, D., Boyatzis, R., & Mckee, A. (2002). Primal leadership: Learning to lead with Emotional Intelligence Goleman, D., Boyatzis, R., & Mckee, A. (2002). Primal leadership: Realizing the power of Emotional Intelligence Goleman, D., Boyatzis, R., & McKee, A. (2004). Primal Leadership. Resonant leadership, 20. Gupta, V., Gita, S., Javidan, M., & Jagdeep, C. (2002). “Southern Asia Cluster: Where the Old Meets the New?” Journal of World Business, Volume 37:1, 16-27 Henry, S. (2009). Chinese Leadership and Emotional Intelligence. How Do Chinese Leaders Handle Emotions? Progress-U Limited Javidan, M. & House, R. (2002). “Leadership and Cultures around the World: Findings from GLOBE,” Journal of Business, Volume 37:1, 1-2. Jesuino, J. (2002). “Latin Europe Cluster; from South to North,” Journal of World Business, Volume 37:1, 81-89. Li, A (2013) South China Morning Post, Xi Jinping 's Emotional Intelligence Comments Spark Debate. Retrieved on 8 Sept 2013 from: http://www.scmp.com/news/china/article/1242750/xi-jinpings-emotional-intelligence- comments-spark-debate Margavio, T Van Genderen, E. (2010). An Investigation into the Relationship between the Leadership Competencies, Emotional Intelligence and Leadership Styles of Russian Managers

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