Cultural Intelligence - The Key to a Successful Employee. From Monoculture to Interculturality in Contemporary Organizations

The context in today's society is characterized by an accelerated evolution of technology, means of communication, globalization, the dissolution of state borders, migration and intercultural partnerships, so that multicultural teams are both a constant and an imperative for the functioning of organizations. In light of these developments, intercultural sensitivity (IS) (Bennett, 1993) and cultural intelligence (CQ) (Ang, Dyne and Koh, 2006) have emerged as essential sets of skills for effectively navigating and adapting to these transformations. These skills include adaptability, openness to new experiences, an understanding of the values of different cultures, flexibility, empathy, impartiality, and the ability to adapt to diverse cultural contexts. This paper presents a comprehensive review of both conceptual and empirical studies on how workforce diversity is or can be managed. Consequently, the analysis presents the stages of evolution of intercultural sensitivity - monocultural orientation (denial, defense), the transition stage (minimization) and global orientation (acceptance, adaptation, integration), and how it can evolve into cultural intelligence. The findings of the studies suggest that cultural exposure plays a crucial role in the emergence and development of both abilities. It is essential to acknowledge that not all intercultural interactions facilitate this development. The impact of these experiences is influenced by various factors, including the nature and duration of the interactions, as well as the individual's commitment to understanding and leveraging those experiences effectively. Personality traits were also considered important, with extroversion, agreeableness, conscientiousness, and openness being linked to a greater willingness to engage in intercultural interactions, as well as a higher level of intercultural skills, IS, and CQ. Bennett's linear model of evolution (1993) serves as a foundational framework for comprehending the development of IS. This analysis, however, introduces an alternative perspective that more closely reflects the lived experiences of individuals involved in the process. Thus, the nature of intercultural interactions, along with individual differences, can contribute to non-linear evolutionary processes and, in certain instances, may even lead to involution. This analysis enhances understanding of how to cultivate and manage intercultural sensitivity and cultural intelligence at the organizational level. The study's findings contribute significantly to the literature and offer a framework for developing effective strategies and initiatives for managing cultural diversity, essential for navigating today's dynamic environment.