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    Cultural intelligence (CQ) in action: The effects of personality and international assignment on the development of CQ
    (PERGAMON-ELSEVIER SCIENCE LTD, 2014) Sahin, Faruk; Gurbuz, Sait; Koksal, Onur
    We examined (1) the effect of international assignments on the development of cultural intelligence - CQ over time (2) whether crucial personality traits (i.e., extraversion and openness to experience) had a moderating role in the relationship between international assignments and CQ in a longitudinal design. A total sample of 145 military personnel participated in the study at the beginning of the deployment (Time 1) and 121 persons participated at the end of the deployment (Time 2) in a multinational and multicultural military organization. Repeated measures multivariate analysis of covariance showed that the 6-month international assignment did have a statistically significant effect on the development of all four facets of CQ over time. Moreover, moderated multiple regression analyses demonstrated that individuals who are high on extraversion improved their metacognitive CQand behavioral CQ more than did individuals who are low on extraversion. Similarly, individuals who are high on openness to experience improved their motivational CQ more than did individuals who are low on openness to experience. Implications for future research and practice are discussed. (C) 2013 Elsevier Ltd. All rights reserved.
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    Cultural intelligence as a predictor of individuals' adaptive performance: A study in a multicultural environment
    (Sage Publications Ltd, 2014) Sahin, Faruk; Gurbuz, Sait
    As the work environment is changing rapidly, organizations need more adaptable employees who can work creatively, learn new skills and adapt to diverse social contexts and novel environments. Individual differences such as prior experience and self-efficacy have been extensively examined as predictors of adaptive performance. In contrast, the role of cultural intelligence in promoting adaptive performance has been overlooked. The primary goal of this study was to examine cultural intelligence that may account for adaptive performance beyond prior experience and self-efficacy. Moreover, we examined the moderating role of self-efficacy in terms of the relationship between cultural intelligence and adaptive performance. We tested our hypothesis with multisource data in a sample of 132 military personnel assigned in a multinational military organization. Hierarchical regression analysis demonstrated that cultural intelligence, together with self-efficacy and prior experience, was important predictors of adaptive performance. Specifically, cultural intelligence explained additional variance in adaptive performance over and above that of prior experience and self-efficacy. These findings suggested the importance of cultural intelligence as a critical predictor of adaptive performance in multicultural contexts.
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    Measuring Cultural Intelligence in the Turkish Context
    (WILEY-BLACKWELL, 2013) Sahin, Faruk; Gurbuz, Sait; Koksal, Onur; Ercan, Umit
    The present article reports the results of two studies designed to evaluate the psychometric properties of the cultural intelligence (CI) scale in the Turkish context. The proposed four-factor (cognitive, metacognitive, motivational, and behavioral) structure of CI was confirmed by confirmatory factor analysis. The results supported the discriminant validity of the four-factor model of the CI scale in relation to the Big Five personality factors and the emotional intelligence factors. Furthermore, CI explained additional variance in intercultural task performance over and above that explained by demographic characteristics and emotional intelligence. With regard to internal consistency and testretest reliability, the CI scale showed acceptable results and was in concordance with the prior studies. Taken together, these findings suggest that the Turkish version of CI scale is a reliable and valid measure that can be used to measure individual's intercultural capabilities.
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    Revisiting of Theory X and Y A multilevel analysis of the effects of leaders' managerial assumptions on followers' attitudes
    (EMERALD GROUP PUBLISHING LIMITED, 2014) Gurbuz, Sait; Sahin, Faruk; Koksal, Onur
    Purpose - The purpose of this paper is to investigate the influence of leaders' Theory X and Y managerial assumptions on subordinates' attitudes and behaviors. Design/methodology/approach - Military leaders (n = 50) completed a questionnaire with Theory X and Y scale and their subordinates (n = 150) completed a questionnaire with the scales of satisfaction with leader, affective commitment, and organizational citizenship behavior. The paper used hierarchical linear modeling to test the hypotheses. Findings - The results indicated that the Theory Y management style is significantly and positively associated with subordinates' satisfaction with the leader, affective commitment, and organizational citizenship behaviors. The Theory X management style had a significantly negative impact on subordinates' satisfaction with the leader, but no significant impact on affective commitment and organizational citizenship behavior. The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Research limitations/implications - The sample consisted of military personnel and were predominantly male. This may limit the generalizability of the findings. Practical implications - The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Originality/value - Although McGregor's (1960) Theory X and Y have contributed to management and leadership thinking and practice for many years; empirical studies examining the Theory X and Y managerial assumptions in a work environment are very scarce. By examining the effect of leader's Theory X and Y managerial assumptions on follower's attitudes and behaviors, the study provides important insights for leadership literature.