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Bibliographic Citation
Livermore, D. (2015). Leading with cultural intelligence: The real secret to success. AMACOM.
Summary
Livermore makes his case by arguing that the best way to navigate any "intercultural
situation" (Livermore, 2015, p. 3) is by Cultural intelligence exposed through four capabilities
that he writes about in his book Leading with Cultural Intelligence. These four capabilities
ensure that the leader will be ready to lead in a multicultural and global age. (Livermore, 2015).
Livermore's four capabilities can be learned and used by anyone who wishes to use tools. His
four capabilities are composed of (1) CQ Drive. One's drive to work and engage in a
multicultural environment. (2) CQ Knowledge. Study and discover the cultural differences that
will impact the project. (3) CQ Strategy. Plan according to what cultural differences have been
found. (4) CQ Action. Adapt behavior to reach the best possible solution. (Livermore, 2015).
Livermore gives his "how to apply and develop" (Livermore, 2015, p. xv) each of the
four capabilities and ensures that the reader can grow with everyone involved in the mission. As
Livermore closes his book, he shares the importance of growing in a multicultural environment.
If the leader is to lead effectively in a multicultural environment he or she must “engage with
cultural intelligence” (Livermore, 2015, p. 225). Livermore concludes by stating that if the leader
taps into the four capabilities the mission at hand will be most effective in the world.
Critique
Working in any job, doing ministry, in every school in every town, a multicultural
environment is present. It is important for anyone leading in any capacity to be able to lead
people with different views, beliefs, and ways of doing things intelligently. Livermore’s book
gives every leader and everyone else some important tools to ensure that the best practices are
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been implemented to secure the success of the task at hand, even when the team is made up of
different people with different ways of thinking. This writer agrees with Livermore’s explanation
of the four capabilities of cultural intelligence that can be applied to a leader’s style of guiding
the team to success. The motivational dimension (CQ Drive) ensures that the leader has “energy
and self-confidence” (Livermore, 2015, p. 38) to cultivate the right “understanding and
planning” (38) to succeed in any cross-cultural endeavor. The cognitive dimension (CQ
Knowledge). Understanding people’s cultural differences is another tool that every leader must
adhere to if he is to have a basic understanding of what is “relevant to this project” (38). This
writer also appreciates Livermore’s cognitive dimension (CQ Strategy). This is to allow the
leader to “draw on [his own] cultural understanding” (38) in order to be able to see the meaning
of his surroundings. Lastly, the behavioral dimension (CQ Action) ensures that the leader has the
“ability to engage” (38) effectively in the task at hand.
Another portion of Livermore’s book that resonates with this writer is his parting words
to his readers. Livermore reminds the readers to always be themselves. The leader must be
“respectful and effective” (Livermore, 2015, p. 229), to complete the task, but in the process
remain “true to ourselves” (229). Also, “getting rid of one-size-fits-all leadership” (Livermore,
2015, p. 228) is a must for anyone leading in a multicultural environment. The leader must be
able to change leadership methods according to every different situation at hand. This attitude
will enable the leader to “adapt to different cultures in order to motivate people to accomplish a
shared set of objectives.” (Livermore, 2015, p. 228). As leaders deal with people from different
cultures, attention to leadership style must be present to ensure that there are no “unrealistic”
(228) expectations that will never be met and could potentially create more problems than
solutions. Livermore’s book unpacks the four capabilities to offer concise and powerful “insights
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for how to strengthen” (Livermore, 2015, p. 31) the leadership skills to be prepared to lead with
Cultural Intelligence.
Evaluation
Leading with Cultural Intelligence contributes to the field of church health as it prepares
everyone involved in any leadership position. Clearly, today’s church is made up of people from
different parts of the world and from multiple cultural backgrounds. Livermore points out that
diversity is here to stay, and everyone should be equipped to work effectively in a multicultural
environment. “Culturally intelligent innovation is leveraging the power of a diverse team to
meet the needs of an increasingly diverse population” (Livermore, 2015, p. 30). The church is
destined to grow in every area when the leadership is equipped with the right tools to be able to
lead people from different cultural backgrounds. A leader who embraces Cultural Intelligence
tools will help the church stay alert, and healthy as he embraces a cooperative orientation which
instructs the leader to nurture, support, and emphasize genuine cooperation from everyone
involved in every ministry of any given church. Indeed, the church's well-being does not count
on the individual’s strengths but on the strength of the whole body working together as one.
The church may have all the right policies and leadership foundations in place to be
successful and healthy, however, if the leaders are not engaging with cultural intelligence, no
matter how good the policies and leadership foundations may be, without having sound cultural
intelligence accomplishing the major objectives will most likely lead to failure. (Livermore,
2015).
