The relationship between cultural intelligence and cross-cultural psychological capital amongst expatriates
- Authors: Lamont, Mia Adri
- Date: 2019
- Subjects: Cultural intelligence , Business anthropology Management -- Cross-cultural studies Corporate culture Work environment
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/40467 , vital:36168
- Description: This study explored the relationship between Cross-cultural (CC) PsyCap and Cultural Intelligence (CQ) amongst expatriates. The literature review revealed preliminary relationships between the two constructs and illuminated the need to broaden and extend current research to expatriates specifically. The study followed a quantitative research design in the form of non-experimental, cross-sectional research using convenience and snowball sampling. A composite questionnaire comprising the CC PsyCap scale and Cultural Intelligence Scale (CQS) was used to measure CC PsyCap and CQ levels. This self-report measure was distributed via various social media platforms (N=102). Overall, the measurement models revealed high reliability in the present study. Although the modified hope subscale did not appear to be suited to the expatriate sample in the present study, confirmatory factor analysis revealed acceptable validity for both instruments overall. Significant differences were found in the means of CC PsyCap and CQ between demographic groups. Relationships between the constructs were tested through correlation-and regression analyses and several significant positive relationships were found between the constructs and their dimensions. Two of the strongest relationships found were between CC self-efficacy and CQ and between motivational CQ and CC PsyCap. Further, CC PsyCap was shown to account for a part of the variance in CQ and vice versa. This research adds to insights gained from the previously validated cross-cultural PsyCap measure and studies on the relationships between the two constructs.
- Full Text:
- Date Issued: 2019
- Authors: Lamont, Mia Adri
- Date: 2019
- Subjects: Cultural intelligence , Business anthropology Management -- Cross-cultural studies Corporate culture Work environment
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/40467 , vital:36168
- Description: This study explored the relationship between Cross-cultural (CC) PsyCap and Cultural Intelligence (CQ) amongst expatriates. The literature review revealed preliminary relationships between the two constructs and illuminated the need to broaden and extend current research to expatriates specifically. The study followed a quantitative research design in the form of non-experimental, cross-sectional research using convenience and snowball sampling. A composite questionnaire comprising the CC PsyCap scale and Cultural Intelligence Scale (CQS) was used to measure CC PsyCap and CQ levels. This self-report measure was distributed via various social media platforms (N=102). Overall, the measurement models revealed high reliability in the present study. Although the modified hope subscale did not appear to be suited to the expatriate sample in the present study, confirmatory factor analysis revealed acceptable validity for both instruments overall. Significant differences were found in the means of CC PsyCap and CQ between demographic groups. Relationships between the constructs were tested through correlation-and regression analyses and several significant positive relationships were found between the constructs and their dimensions. Two of the strongest relationships found were between CC self-efficacy and CQ and between motivational CQ and CC PsyCap. Further, CC PsyCap was shown to account for a part of the variance in CQ and vice versa. This research adds to insights gained from the previously validated cross-cultural PsyCap measure and studies on the relationships between the two constructs.
- Full Text:
- Date Issued: 2019
The relationship between authentic leadership, cultural intelligence and employee behaviour
- Authors: Barrass, Deon Brian
- Date: 2014
- Subjects: Leadership , Cultural intelligence , Employees -- Attitudes , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8872 , http://hdl.handle.net/10948/d1020336
- Description: Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.
- Full Text:
- Date Issued: 2014
- Authors: Barrass, Deon Brian
- Date: 2014
- Subjects: Leadership , Cultural intelligence , Employees -- Attitudes , Work environment
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8872 , http://hdl.handle.net/10948/d1020336
- Description: Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.
- Full Text:
- Date Issued: 2014
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