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dc.contributor.authorAl Dhaheri, Ali
dc.date.accessioned2022-04-12T09:45:00Z
dc.date.available2022-04-12T09:45:00Z
dc.date.issued2022-04
dc.identifier.urihttps://dspace.adu.ac.ae/handle/1/3209
dc.description.abstractThe purpose of this study is to investigate the relationships between cultural intelligence (CQ) and both leadership style (MLQ), and leadership adaptability (LA), seeking to understand whether leaders with higher CQ will more frequently practice an adaptive and transformational leadership. Respondents are 167 leaders of public and private schools in the UAE; they completed a questionnaire that incorporated the 20-item version of the CQ scale, the 36-item MLQ5x scale, and the 13-item LA scale. Correlation and regression analyses assess the relationships between the concepts. CQ has a significant relationship with the transformational component of MLQ; the strategy, motivation and behaviour components of CQ are significantly related to transformational leadership. CQ is not related to transactional or laissez-faire leadership style. CQ has a significant relationship with LA; the strategy, motivation and behaviour components of CQ are significant predictors of LA. This is the first study to bring together these three concepts, and to understand the relationships between them.en_US
dc.language.isoenen_US
dc.publisherEmerald Publishingen_US
dc.subjectCultural Intelligenceen_US
dc.subjectLeadership styleen_US
dc.subjectLeadership adaptabilityen_US
dc.subjectUAEen_US
dc.title“Does being culturally intelligent make you a transformational and adaptable leader?”en_US
dc.title.alternativeJournal articleen_US
dc.typeArticleen_US
dc.identifier.doihttps://doi.org/10.1108/JME-12-2021-0235


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