The Culturally Intelligent Team

Abstract

This study examines how the cultural heterogeneity of work teams moderates the way in which team cultural intelligence (CQ) affects the development of team shared values. Utilizing the four-factor model of CQ, we predict how each facet of CQ will impact the development of shared values in relatively early stages of team development differently for culturally homogeneous versus culturally heterogeneous work teams. We operationalize team shared values as the degree to which a broad set of cultural values are similarly endorsed by team members as guiding principles when working in their team. Results show that behavioral and metacognitive CQ had a positive effect on shared values in culturally heterogeneous teams; however, motivational and metacognitive CQ had a negative effect on shared values in culturally homogeneous teams. All effects were observed in the early stages of team development. Having uncovered positive and negative effects of CQ for shared values in work teams, we discuss implications for theory and practice around this form of cultural competence.