Cultural Intelligence: Communication Styles and Self-Assessment Report

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CULTURAL INTELLIGENCE
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Table of Contents
Introduction....................................................................................................................................................3
Discussion......................................................................................................................................................3
Conclusion.....................................................................................................................................................4
References......................................................................................................................................................5
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Introduction
The term cultural intelligence, also referred to as cultural quotient, is generally utilized for business,
government, education and academic research as well as to describe the capability for relating and
working effectively within the cultures. There are certain indicators that are based upon the cultural
intelligence of which communication style is a major indicator. This indicator helps every person to
interact with the people of different cultures. Hence, the present study focuses upon the perception of my
own communication style along with the feedback from others, for improving my performance in
business scenario.
Discussion
Every person has a unique style of communication through which, they can interact as well as exchange
their information with one another. There are mainly four styles of communication that is aggressive,
passive, assertive and passive-aggressive as well (Ott and Michailova, 2018). Based on the theory of Carl
Jung, it is known to represent the mind of people that is conscious and consists of memories, thoughts
along with emotions. However, ego of a person is generally responsible for the feelings associated with
continuity and identity. Hence, according to this theory, Carl Jung depicted that, with the help of these
styles of communication, the personality of a person can be perceived. This denotes whether a person is
introvert or an extrovert (Varghese et al., 2018). Hence, according to my perception, I am an extrovert
person.
Being an extrovert person, I have certain qualities or rather characteristics that support the styles of my
communication. Hence, based on my perception, being an extrovert, I am easy going and expressive, and
I fall within formal as well as casual. These qualities can help me to sustain within my workplace and
people can also work with me without any hesitation. Apart from these, I am cooperative with other
people through which, I can maintain my work relations as well. I am accommodating and outgoing and
consist of the quality of being talkative.
The quality of being talkative can help executives to manipulate customers that can help them to maintain
customer relations for the long run (Lorenz et al., 2018). Therefore, these are my strengths that can help
me to sustain within the organizational culture along with the maintenance of relations. However, there
are certain weaknesses as well such as I am a bit hesitant that might impact over making any significant
decision within the workplace. Other than this, I am quite hurried that can also affect negatively as well.
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Based on others perception, I am expressive, methodical, humorous, friendly and cautious. These traits
may help me in my career but on the other hand, I have also been perceived as accommodating,
sometimes competitive and at times cooperative, cautious, and talkative as well. These can also lead to
certain negative aspects such as, having the traits of light heartedness and friendliness can demand many
things from the workplace (Qi et al., 2018).
At times we should be rigid to keep our view point in front of others and to make them listen to that. This
is especially needed within the workplaces. However, from the perception of other individuals, I am
perceived as disciplined, serious, humorous, restrained, formal, cooperative, outgoing, patient and bold.
Hence, these qualities can help me with my work within the organizational culture and allows me to
manage my work with an efficient manner and it permits to increase my productivity as well.
The qualities can be improved as well. The strengths help to perform well within the organization but also
there are certain weaknesses that should be improved for personal development and growth (Hwang and
Park, 2018). Encompassing the quality of assertiveness, it can help to control stress as well as anger along
with the improvement of coping skills. Hence, the improvements can also result in boosting the
confidence and through this; respect of others can also be earned as well.
Conclusion
Based on the above discussion, the present study has been focused upon the cultural intelligence
associated with the communication style to assess the personality traits. Hence, the qualities and
characteristics of being an extrovert person was highlighted in the above discussion along with the
strengths and weakness. The process of improvement was also discussed within the above study.
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References
Hwang, J. and Park, S., 2018. An exploratory study of how casino dealer communication styles lead to
player satisfaction. Journal of Travel & Tourism Marketing, 35(9), pp.1246-1260.
Lorenz, M.P., Ramsey, J.R. and Richey Jr, R.G., 2018. Expatriates’ international opportunity recognition
and innovativeness: The role of metacognitive and cognitive cultural intelligence. Journal of World
Business, 53(2), pp.222-236.
Ott, D.L. and Michailova, S., 2018. Cultural intelligence: A review and new research
avenues. International Journal of Management Reviews, 20(1), pp.99-119.
Qi, H., Smith, K.A. and Yeoman, I., 2018. Cross-cultural event volunteering: Challenge and
intelligence. Tourism Management, 69, pp.596-604.
Varghese, L., Lindeman, M.I.H. and Finkelstein, L., 2018. Dodging the double bind: the role of warmth
and competence on the relationship between interview communication styles and perceptions of women’s
hirability. European Journal of Work and Organizational Psychology, 27(4), pp.418-429.
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