Global Economy. Written. Unit3

University of the People
BUS 5211-01 Managing in the Global Economy – AY2024-T1
Written Assignment. Unit 3
Instructor: Dr. Kurry Klingel
26th, September, 2023
Leading with Cultural Intelligence: Kolab’s Leadership Challenge

In the case study of Kolab and the International Education Center (IEC), we encounter a
leadership challenge rooted in cultural differences and expectations. Kolab, born in Cambodia
and motivated by her refugee experiences, brings a unique perspective to her role as the leader of
a nonprofit organization. This essay explores how Kolab’s self-concept influences her
leadership, the cultural dimensions within the organization, and recommended cultural
intelligence strategies for Kolab and her employees to navigate this transformative period.
1. How Kolab’s Self-Concept Influences Her Ability to Lead:
Kolab’s self-concept is deeply shaped by her personal history as a refugee and her experiences in
international relief work. Her “go-getter” attitude and high performance expectations reflect her
belief in the importance of task-oriented, goal-driven leadership. This self-concept motivates her
to challenge employees and drive the organization toward financial and fundraising success.
However, Kolab’s leadership style contrasts starkly with the organizational culture established
under her predecessor, Hanh. Her relentless pursuit of goals and limited interpersonal interaction
have led to decreased employee motivation and a sense of detachment from the organization’s
mission. Kolab’s self-concept, rooted in her refugee experience and international work, has thus
influenced her leadership approach, affecting employee morale and the organizational culture
(Earley & Ang, 2003).
2. Cultural Value Dimensions within the Organization:

The cultural value dimensions within the International Education Center (IEC) have historically
been rooted in a community-oriented ethos. Employees cherished a workplace where
interpersonal relationships were not only encouraged but celebrated. It was an environment
where individuals felt a sense of belonging, camaraderie, and inclusion. Personal conversations
were seen as essential not only for fostering teamwork but also for nurturing a strong sense of
community among staff members.
In stark contrast, Kolab’s leadership style, heavily influenced by her self-concept, introduces a
significant departure from this established culture. Her leadership approach is characterized by a
strong emphasis on task orientation and achievement. She operates with a highly individualistic
and goal-driven mindset, which prioritizes the efficient accomplishment of objectives. This
cultural shift, driven by Kolab’s leadership, has created a noticeable misalignment between the
existing organizational culture and the evolving culture under her tenure.
The impact of this cultural shift is palpable within the organization. Employees who once thrived
on the sense of community and interpersonal connections now find themselves navigating a work
environment that places a premium on task completion and individual performance. The shift
has, understandably, created challenges in adapting to a more task-oriented and goal-focused
work culture.
This cultural tension is not uncommon when leadership changes occur within an organization
(Hofstede, 2001). It reflects the clash between the pre-existing cultural norms that prioritize
people-centric values and the introduction of a new leadership style that places a premium on
efficiency and results.
3. Integrating Cultural Value Dimensions for Success:
To ensure overall success, Kolab must navigate the challenge of integrating her leadership style
with the existing cultural value dimensions of the organization. Here are cultural intelligence
strategies recommended for Kolab and her employees:
 Acquire Cultural Knowledge: Kolab should embark on a journey of self-discovery to
understand how her cultural background and personal experiences influence her
leadership style. She should also invest time in learning about the diverse cultural
backgrounds of her staff members. This knowledge will help her bridge the cultural gap
(Thomas & Inkson, 2009).
 Build Cultural Awareness: Kolab can actively listen to her employees and pay attention
to non-verbal cues. By becoming an astute observer, she can adjust her behavior and
communication style to better align with the cultural norms of the organization. This will
make her leadership more relatable and approachable (Ang & Van Dyne, 2008).
 Contemplate Cultural Differences: Kolab’s resilience, developed through her refugee
experiences, can serve her well in this transformative period. However, she needs to
enhance her emotional intelligence to accurately perceive and manage her staff’s
emotions during interactions. This will enable her to build stronger relationships
(Goleman, 1995).
 Implement Cultural Adaptation: Kolab should recognize that changing the
organization’s culture is a delicate process. To facilitate this transition, she can use
storytelling as a powerful tool. By creating a shared narrative that combines her vision
with the experiences and aspirations of her employees, she can foster a sense of unity and
purpose (Denning, 2004).
In summary, Kolab’s self-concept, influenced by her refugee background and international
work, has a significant impact on her leadership style. To ensure success in her role as a leader in
the IEC, she must integrate her leadership approach with the existing cultural dimensions of the
organization. Employing cultural intelligence strategies such as acquiring cultural knowledge,
building cultural awareness, contemplating cultural differences, and implementing cultural
adaptation will not only benefit Kolab personally but also contribute to the successful
transformation of the organization’s culture.

Word Count: 782 words.
References
o Ang, S., & Van Dyne, L. (2008). Handbook of Cultural Intelligence: Theory,
Measurement, and Applications. Routledge.
o Cultural Intelligence for Leaders (v. 1.0). (2012, December 29). Lardbucket. [PDF].
Retrieved from https://2012books.lardbucket.org/pdfs/cultural-intelligence-for-
leaders.pdf
o Denning, S. (2004). Telling Tales. Harvard Business Review, 82(5), 122-129.
o Earley, P. C., & Ang, S. (2003). Cultural Intelligence: Individual Interactions Across
Cultures. Stanford University Press.
o Goleman, D. (1995). Emotional Intelligence. Bantam Books.
o Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors,
Institutions, and Organizations Across Nations. Sage Publications

o Thomas, D. C., & Inkson, K. (2009). Cultural Intelligence: Living and Working
Globally. Berrett-Koehler Publishers.

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University of the People

BUS 5211-01 Managing in the Global Economy – AY2024-T1

Written Assignment. Unit 3

Instructor: Dr. Kurry Klingel

26th, September, 2023

Leading with Cultural Intelligence: Kolab’s Leadership Challenge

1. How Kolab’s Self-Concept Influences Her Ability to Lead:

(Earley & Ang, 2003).

2. Cultural Value Dimensions within the Organization:

been rooted in a community-oriented ethos. Employees cherished a workplace where

community among staff members.

has, understandably, created challenges in adapting to a more task-oriented and goal-focused

efficiency and results.

3. Integrating Cultural Value Dimensions for Success:

strategies recommended for Kolab and her employees:

 Acquire Cultural Knowledge: Kolab should embark on a journey of self-discovery to

(Thomas & Inkson, 2009).

 Implement Cultural Adaptation: Kolab should recognize that changing the

purpose (Denning, 2004).

In summary, Kolab’s self-concept, influenced by her refugee background and international

organization. Employing cultural intelligence strategies such as acquiring cultural knowledge,

building cultural awareness, contemplating cultural differences, and implementing cultural

transformation of the organization’s culture.

Measurement, and Applications. Routledge.

Retrieved from https://2012books.lardbucket.org/pdfs/cultural-intelligence-for-

o Denning, S. (2004). Telling Tales. Harvard Business Review, 82(5), 122-129.

Cultures. Stanford University Press.

o Goleman, D. (1995). Emotional Intelligence. Bantam Books.

o Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors,

Institutions, and Organizations Across Nations. Sage Publications

Globally. Berrett-Koehler Publishers.

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