Can Emotional Intelligence and Cultural Intelligence Predict International Performance? A Study in Expatriate Work Performance

Abstract

In today’s globalized market, businesses are sending their best employees overseas regularly in an effort to take advantage of new opportunities in international markets. However, success is not guaranteed. In an effort to see a greater return on investment, improved hiring practices and better development of international-ready workers have become priority. The existence and development of emotional intelligence (EI) and cultural intelligence (CI) in workers has long been a part of that discussion, with some researchers promising great reward for employing workers who possess high levels of both. In this study, those claims are tested. The author explores whether EI and CI have any impact on the work performance of expatriates. Data on EI and CI levels was collected via questionnaire from a group of faith-based expatriates serving in 38 countries around the world. Additionally, work performance data for these workers was collected via questionnaire from their level 1 and level 2 supervisors. An analysis of the combined data found that, while EI positively impacts CI, there was little evidence to suggest that EI and CI could predict expatriate work performance. The results indicate that, if high worker performance is the end goal, EI and CI in workers will do little to attain that goal. Recommendations for the application of these findings are provided, along with implications for future research.