CVI Evidence of Assessing Cross-Cultural Leadership Adjustment in High-Performance Work Culture Mediated By Cultural Intelligence

Abstract

Leadership is a constant work in progress. Cultural leaders are attuned to the needs of polarities existing within the circumstances. To rise above these polarities and to engage in global market, managing diversity is akin to the execution of cross-cultural talents permeating all levels in an organization. Therefore, cross-cultural leadership in a globalized era is deemed as an emerging style contributing to organizational performances. For that matter, it stands in need to validate and design a tool to assess cross-cultural leadership adjustment in high-performance work culture that is mediated through individual cultural intelligence. The aim of the study was to validate a scale to investigate expatriate leaders’ performances in the cross-cultural management context. A total of nine experts validated 66-items on the content validation form indicating the degree of relevancy. The universal agreement across the panel of experts exhibited an average proportion of 0.85 which is deemed as an acceptable value. The reliability was established through pilot study of 30 respondents. The Cronbach alpha attained for High-Performance Work Culture (α=0.911), Cross-Cultural Leadership Adjustment (α=0.869), and Cultural Intelligence (α=0.945). Hence, the tool was validated with higher precision, and it will be further applied to the predictive & measurement models and the mediation effect will be assessed. This study will further infer the implications of the leader's inner struggles or difficulties in projecting their styles.