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Leading with Cultural Intelligence: The New Secret to Success 9.1.2009 Edition

4.5 out of 5 stars 30 customer reviews
ISBN-13: 978-0814414873
ISBN-10: 0814414877
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Editorial Reviews

Review

"... an instructive, illuminating, accessible primer for all who might have commercial and organizational involvements in the multicultural times of the 21st century."— New York Journal of Books



“…essential and must read book to anyone seeking a deeper understanding of working, managing, and leadership in a multicultural world.” --Blog Business World



"I’d recommend this book to anyone going abroad for business…very valuable read." --TD Magazine

Book Description

Why are some leaders able to create trust and negotiate contracts with Chinese, Latin Americans, and Germans all in the same day, while others are barely able to manage the diversity in their own offices? The answer lies in their cultural intelligence, or CQ. Packed with practical tools, research, and case studies, Leading with Cultural Intelligence breaks new ground, offering today’s global workforce a specific, four-step model to becoming more adept at managing across cultures:

Drive—show the interest and confidence to adapt cross-culturally

Knowledge—understand how differences such as religion, family, education, legal, and economic influences affect the way people think and behave

Strategy—monitor, analyze, and adjust plans in unfamiliar cultural setting

Action—choose the right verbal and nonverbal behaviors, depending on context

Practical and insightful, this indispensable guide shows leaders how to connect across any cultural divide, including national, ethnic, and organizational cultures.

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Product Details

  • Hardcover: 240 pages
  • Publisher: AMACOM; 9.1.2009 edition (October 1, 2009)
  • Language: English
  • ISBN-10: 0814414877
  • ISBN-13: 978-0814414873
  • Product Dimensions: 1 x 6.5 x 9.5 inches
  • Shipping Weight: 1.1 pounds
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (30 customer reviews)
  • Amazon Best Sellers Rank: #371,061 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

By Andres T. Tapia on December 31, 2009
Format: Hardcover Verified Purchase
To succeed in today's highly complex global business environment requires much more than meets the eye. Yes, it helps to know the local language or whether to kiss, bow, or shake hands. Kiss, Bow, or Shake Hands (The Bestselling Guide to Doing Business in More than 60 Countries) But as David Livermore, Ph.D., explains in his lively "Leading with Cultural Intelligence" this is just the tip of the iceberg of what is required. What he offers is a practical, deeply-researched framework for managing the rest of the iceberg, the majority of which lies below the waterline. It's the part that most business people overlook -- that invisible part that sinks ships and sinks relationships.

Dr. Livermore not only is academically grounded but personally experienced in the science and art of choreographing and improvising crosscultural relationships. He has done consulting and training with leaders in 75 countries across the Americas, Africa, Asia, Australia, and Europe and his book is chock full of stories from those experiences as he uses them -- with candor and humor -- to add color commentary to the four-dimensional cultural intelligence(CQ)model he presents.

Any organizational or functional leader, manager, or entrepreneur thinking about or already doing business globally needs to pack this book along with their Ambien, Berlitz phrase book, and PDA.
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Format: Hardcover
I have asked myself: Why do I really appreciate this book and also the other books from David Livermore? I have studied Intercultural communication and lived in different countries for many years and I regard myself as one with good knowledge about different cultures and with lot of experiences. I don’t lack books about intercultural communication, but the CQ concept and the way this is explained puts all together and give meaning to a lot of perspectives I didn’t really understand before. I can’t just relay on my knowledge and experiences and think that’s fine. We need all the 4 categories presented in this book about Cultural Intelligence by David Livermore. There are many stories in the book that illustrate these categories and that make the CQ theory very practical. It goes from business negotiation in worldwide companies to eating out with a friend. Because our relationships with people influence the way we behave in other situations. Business is more than important meetings; you can easily spoil a contract by showing negative feelings for the food during lunch. This puts all together for me, knowledge, motivation, self-awareness (strategy) and behaviour. I really also like the way the book incorporate research done on intercultural communication and adapt that to CQ ; ex the Hofstede research and the GLOBE project. CQ itself is also researched based. That is why I really have confidence to this concept. In fact, this has changed the way I look at the world around me. Should you ever read a book about how to adapt to intercultural situations, this is the book. It is easy to read, but hard work to adapt, there are enough challenges even though the book present the subject in non-academic terms.
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Format: Kindle Edition Verified Purchase
This is a solid book on the topic of cultural intelligence. While not ground-breaking for those that have read other works on this topic, it is a highly readable introduction to various aspects of "CQ". Dr Livermore is an excellent communicator (I've heard him speak) and has a well-researched perspective on the value of cultural intelligence as it contributes to effective cooperation and communication.

Despite using the word "Leading" in the title, this book would be appropriate for anyone, with or without a leadership title/function. There is relatively little content that really focuses on leadership; rather, the principles are broadly applicable to everyone that engages with someone else from a different culture (or subculture).

If you haven't yet encountered cultural intelligence, this book would be a valuable primer for you.
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Format: Kindle Edition Verified Purchase
Many cultural literacy books provide lists of do’s and don’ts. Such books are prescriptive—often at the granular level. However, international commerce often involves touching multiple countries in a given assignment. So, the author has designed a guide that can be applied across many countries, without requiring an encyclopedic memory. Author David Livermore—with considerable help from two respected academics—Soon Ang and Linn Van Dyne—has developed a four-step CQ process to help leaders adapt to foreign assignments. The four capabilities of culturally intelligent leaders follow: CQ Drive (motivation), CQ Knowledge, CQ Strategy (metacognition), and CQ Acton (behavioral). He explains each step using personal stories, stats, and concepts to frame them for the reader.
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Format: Hardcover Verified Purchase
I stumbled on a reference to this book while reading a newspaper article on cultural blunders reported by small companies looking to do business abroad. Having spent my youth in Western Europe and then much of the last 25 years in companies doing business abroad in all major world markets, I've had to jump across cultures all my life so the topic was particularly interesting to me. But I had never come across any book or publication that would provide a comprehensive framework on the topic.

Overall, I feel this is a must-read for anybody looking to improve his or her cross-cultural competence. The book is based on the theory of Cultural Intelligence (CQ) and translates the theory into a practical four-step process to help us develop our CQ skills and improve our cross-cultural leadership techniques. The other theme that runs through the book is the positive relationship that exists between the acquisition of CQ and leaders' effectiveness.

I found the chapter devoted to the five scales used to measure core cultural values among nations particularly useful. But, as others have commented, I also found some of the advice offered rather obvious (go to the movies, eat out, learn a new language, etc.). The writing can be wordy at times and some editing for conciseness would help.

Also I wish examples cited in the book had gone beyond the personal experience of the author and explored recent business transactions or product launches where national and organizational cultures were important considerations (e.g., the merger of Daimler-Benz and Chrysler, or the localizing of a consumer internet product from its initial base in the US to other countries).

The book isn't perfect. But there doesn't seem to be much else available and you should definitely read it if you are serious about improving your cross-cultural skills.
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