Online Class Assignment

LEAD FPX 5210 Assessment 1 Cross-Cultural Leadership Capabilities

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Cross-Cultural Leadership Capabilities

Student Name

Capella University 

LEAD-FPX 5210: Leading Global & Diverse Cultures 

June 19, 2023

Intercultural Effectiveness Score (IES) measures three dimensions of intercultural competence, namely Continuous Learning (Self-Awareness and Exploration), Interpersonal Engagement (Global Mindset and Relationship Interest), and Hardiness (Positive Regard and Resilience) (The Intercultural Effectiveness Scale (IES) Instructor’s Guide, 2011). The combination of these three dimensions generates the Overall Intercultural Effectiveness Score (IES) (The Intercultural Effectiveness Scale (IES) Instructor’s Guide, 2011).

The first dimension, Continuous Learning (Self-Awareness and Exploration), encompasses Self-Awareness, which assesses one’s understanding of their values, strengths, weaknesses, interpersonal style, and behavioral tendencies, as well as their impact on others (The Intercultural Effectiveness Scale (IES) Instructor’s Guide, 2011). It involves reflecting on this knowledge for personal development and learning (The Intercultural Effectiveness Scale (IES) Instructor’s Guide, 2011). Self-awareness lays the foundation for acquiring new competences and skills, while the absence of self-awareness can lead to self-deception and arrogance (Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010)). The Exploration dimension within this dimension measures one’s openness and curiosity towards different values, norms, conditions, and actions (The Intercultural Effectiveness Scale (IES) Instructor’s Guide, 2011). It reflects a strong motivation to acquire new knowledge and a fundamental inquisitiveness (The Intercultural Effectiveness Scale (IES) Instructor’s Guide, 2011).

The second dimension is Interpersonal Engagement (Global Mindset and Relationship Interest). Global Mindset gauges one’s interest in other cultures and their people, as well as their desire to learn about them (The Intercultural Effectiveness Scale (IES) Instructor’s Guide, 2011). It involves seeking diverse sources of education, such as newspapers, the Internet, movies, or television documentaries, to understand other cultures (Gundling, E., Caldwell, C., & Cvitkovich, K. (2015)). A global mindset also entails looking beyond culture and staying updated on economic, geopolitical, and technological changes (Gundling, E., Caldwell, C., & Cvitkovich, K. (2015)). Relationship Interest measures the likelihood of initiating and maintaining positive relationships with individuals from other cultures (The Intercultural Effectiveness Scale (IES) Instructor’s Guide, 2011).

The third dimension is Hardiness (Positive Regard and Resilience). Positive Regard reflects an individual’s ability to avoid judging unfamiliar situations or people, along with openness to alternative perspectives and behaviors (The Intercultural Effectiveness Scale (IES) Instructor’s Guide, 2011). Emotional resilience, a characteristic associated with strong emotional control, measures one’s ability to handle challenging cross-cultural situations (Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010)).

Scholars have been studying global leaders since the 1990s to identify the skills essential for success (Oddou, Gary, 2011). The Intercultural Effectiveness Scale Technical Report found that the competencies within the global leadership literature align with the skills necessary for living and working abroad as an expat (Oddou, Gary, 2011). The six competency dimensions identified are cross-cultural relationship skills, traits and values, cognitive orientation, global commercial competence, skill in global organization, and expertise in visioning (Oddou, Gary, 2011).

Organizational culture refers to a group’s shared set of stable beliefs, attitudes, and values, as well as its normative

beliefs and behavioral expectations (Kwantes, C., Boglarsky, C. (2007)). Understanding other cultural perspectives often requires knowledge of different cultures and current events (Guzman M., Durden, T., Taylor, S. Guzman, J., Potthoff, Kathy. (2016)). Engaging with people from different cultures allows for an understanding of their behaviors, attitudes, and beliefs (Guzman M., Durden, T., Taylor, S. Guzman, J., Potthoff, Kathy. (2016)). It promotes personal and cultural growth and facilitates learning about other cultures (What Are the Benefits of Understanding Different Cultures? (2021)).

Having patience and understanding is crucial in a multicultural environment where people from diverse backgrounds may approach things differently (McQuerrey, L. (2018)). Developing self-awareness helps individuals recognize how their assumptions and unconscious actions affect others, leading to more thoughtful responses (RICS Recruit. (2017)). The desire to learn and expose oneself to different backgrounds enhances consideration and effective communication in cross-cultural settings (McQuerrey, L. (2018)).

Positive indifference is essential when encountering unfamiliar cultures, as it enables individuals to view cultural differences as irrelevant (Tsedal, N. (2017)). It is crucial for adapting quickly in a global employment context and facilitates a more enjoyable work experience (Tsedal, N. (2017)).

Organizations aiming to be culturally competent should exhibit behaviors, attitudes, policies, and structures that facilitate effective collaboration across cultures (Martin, M., Vaughn, Billy. (n.d.)). Culturally competent organizations, which value diversity and enhance their cultural competency, often have better success in attracting employees and clients (What is cultural competence, and why is it important? (2021)).

Table 1 

My Intercultural Effectiveness Scores

Elements of IE Low Medium High
Continuous Learning 1.0  
Self-Awareness 1.0  
Exploration 1.0  
Interpersonal Engagement 1.0  
World Orientation 1.0  
Relationship Development  3.0 
Hardiness   7.0
Positive Regard   7.0
Emotional Resilience   6.0
Overall IES Score  3.0 
IES Profile
Continuous Learning Individualists Low CL/Low IE/High H
Continuous Learning – General Tendencies



Low Self-Awareness
Interpersonal Engagement –  General Tendencies

Low World 


Low Relationship Development

Hardiness – General  





High Positive Regard


Table 2 

My Personal Global Leadership Plan 

Increase Diversity Awareness

Using culture-specific terminology might hinder cross-cultural collaboration.

Not all employees or leaders come from the same ethnic background or comprehend everything the same way.

Therefore, I will plan to create an evaluation matrix that takes into account different cultures that hinge on our leadership becoming more culturally aware.

Increasing One’s Own Personal Awareness of Other CulturesWe will ensure that we strengthen our managers’ awareness of the cultures our organization deals with on a regular basis. This will aid in the development of cross-cultural personnel matrices and enable our leaders to comprehend cultural interactions at a higher level.
Develop Experience LeadersWe’ll see to it that our leaders gain the exposure they need to perfect their skills. We believe that not every organization can send leaders abroad, so we will ensure that we have alternative solutions that we use to develop their abilities. Therefore, we will actively promote virtual global teams and foreign relationships, as well as recruit varied talent by looking beyond our local national market.


Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of  intercultural competence for global leaders. Journal of Managerial Psychology, 25(8),  817, 819. 

15 Tips for Building Stronger Cross-cultural Relationships. (2019). English Learning Center. Gundling, E., Caldwell, C., & Cvitkovich, K. (2015). Leading across new borders: How to  succeed as the center shifts. Hoboken, NJ: Wiley. Chapter 3, “Global Mindset: Beyond  Culture: When Cultural Awareness Is Not Enough.”. 

Guzman M., Durden, T., Taylor, S. Guzman, J., Potthoff, Kathy. (2016) Cultural Competence. An Important Skill Set for the 21st Century. NebGuide, Nebraska Edition. 

Kwantes, C., Boglarsky, C. (2007). Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries. Journal of International  Management. 13. 204-230. 10.1016/j.intman.2007.03.002. ure_leadership_effectiveness_and_personal_effectiveness_across_six_countries Lister, J. (n.d.). Organizational Goals for Developing a Cross-Cultural Employee Matrix.  CHRON Newsletter. education-workplace-1853.html

Cross-Cultural Leadership Capabilities 10 

Martin, M., Vaughn, Billy. (n.d.) Cultural Competence: The Nuts & Bolts of Diversity &  Inclusion. Diversity Officer Magazine. Promoting Expertise, Research & Credentials. bolts-of-diversity-inclusion-2/ 

McQuerrey, L. (2018). People Skills for a Multicultural Workplace. CHRON Newsletter. Oddou, Gary (2011). Intercultural Effectiveness Scale Technical Report. The Kozai Group. p 3. Intercultural_Effectiveness_Scale_Techni20160123-31123-al4f5x with-cover-page-v2.pdf ( 

RICS Recruit. (2017). 10 Ways to Work Effectively Across Cultures.

The Intercultural Effectiveness Scale (IES) Instructor’s Guide. (2011) Microsoft Word – IES IM  2011.doc ( 

Three Steps to Building an Effective Global Leadership Development Program. (2017). Human  Capital Institute. leadership-development-program 

Tsedal, N. (2017). How to Successfully Work Across Countries, Languages, and Cultures.  Harvard Business Review. countries-languages-and-cultures 

What Are the Benefits of Understanding Different Cultures? (2021). Switzerland Les Elfes  International. 

What is cultural competence, and why is it important? (2021). BCT Partners.

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