Culture is ubiquitous. Culture can reflect a specific race, a country, a town, a neighborhood, or even a family. The same holds true for a workplace. Organizations have culture and different parts of that organization may have a more unique culture than others. An effective leadership is one who can reflect on both organizational history and organizational culture and learn to meld them together.

Internal group culture (within a group) can vary from external group culture. In other words, what might be acceptable (i.e., words, phrases, gestures) within a group can be very foreign—or even culturally insensitive—if witnessed by someone external to that culture.

Cultural intelligence requires cognitive, physical, and emotional/motivational understanding for leaders. Head/body/heart working together form the constructs of effective cultural intelligence (Earley & Mosakowiski, 2004). This FILLER TEXT (5th ed.). Upper Saddle River, NJ: Prentice Hall. 

• Chapter 4, “The Changing Context of Leadership” (pp. 37–53)

FILLER TEXT

Berger, P. L., & Luckmann, T. (1966).
The social construction of reality: A treatise in the sociology of knowledge. Garden City, NY: Doubleday. FILLER TEXTThe Social Construction of Reality: A Treatise in the Sociology of Knowledge, by Berger, P.; Luckmann, T. Copyright 1966 by Random House, Inc. Reprinted by permission of Random House, Inc. via the Copyright Clearance Center. Chapter 2, “Society as a Human Product” (pp. 51–55; 59–61)