Book Application: Leading with Cultural Intelligence
John McHugh
GLST 650: Intercultural Communication
November 30, 2023
Contents
Introduction....................................................................................................................................1
Critical Review..............................................................................................................................1
References......................................................................................................................................3
Confidence...........................................................................................................................3
Language and Lingo............................................................................................................3
Uncertainty Avoidance.........................................................................................................4
Being Versus Doing.............................................................................................................4
Nonverbal Actions...............................................................................................................5
Conclusion.....................................................................................................................................6
Bibliography...................................................................................................................................7
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Introduction
The world is not divided neatly into clearly defined regions, each with its own customs
and rituals. The technology age and the ability to travel has diversified the world. The different
geographical regions have their distinctive features, but one would be hard pressed to find a
region without any reasonable diversification. Therefore, whether working locally or globally,
we are likely to find ourselves in an intercultural situation. One measure of effectiveness in
intercultural contexts is cultural intelligence, or CQ. The application of CQ to leadership is the
topic of David Livermore’s Leading with Cultural Intelligence: The Real Secret to Success.
Critical Review
As the title indicates, Livermore has provided the reader with a guide for leading
with cultural intelligence. The author describes the work as “a field guide to
understanding and developing cultural intelligence in yourself and others. Cultural
intelligence isn’t a destination per se but an ability that serves as a compass for guiding us
through the globalized world of leadership.”1 It is through this lens that the following
review is provided.
Livermore’s book is divided into three sections - an explanation of cultural
intelligence, developing cultural intelligence, and applying cultural intelligence. The
author provides a thorough explanation of cultural intelligence and its importance in the
global marketplace. Livermore proceeds to break down each individual aspect of CQ –
drive, knowledge, strategy, and action – with a focus on methods of improvement. The
section on CQ Knowledge received a rightfully extended treatment in the discussion of
1 David Livermore, Leading with Cultural Intelligence: The Real Secret to Success,
Second Edition. (American Management Association, 2015), xiv–xv.
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culture. Livermore covered the role of culture in ourselves and in others, as well as a deep
discussion of cultural systems and a selection of ten cultural value dimensions. The work
concludes with an examination of the implementation and impact of cultural intelligence
in organizations. Livermore includes a discussion of how to develop and promote cultural
intelligence within the organization as well.
As a body of work, Livermore’s Leading with Cultural Intelligence, delivers a
through look at cultural intelligence and it impact on leadership and organizations. The
author provided a wealth of information and solid examples. The breakdown of cultural
systems and values in the CQ Knowledge chapters was particularly informative. The
tables that were provided to summarize the cultural systems and apply the value
dimensions to regions, or cultural clusters, were very valuable as an illustration. The
tables also provide a great quick reference when needed. The conclusions at the end of
each chapter were a welcome wrap-up and summary. Overall, the work was informative.
However, I did find the secular, business approach difficult to apply at times and the
chapters on organizational return on investment did not feel relevant for Great
Commission application. In the end, the information presented is valuable in the global
marketplace, as intended by the author. As seminary students, we can still gain from
practices and informative nuggets to be utilized in our pursuits.
References
Confidence
In his discussion of CQ Drive, Livermore introduced confidence as a contributing factor
to cross-cultural success. He states, “Self-efficacy is our perception of our ability to successfully
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reach a goal. It’s our degree of confidence in whether we can succeed at a particular task.”2 This
was a very important point in this book for me. I had one of my lowest CQ scores in self-
efficacy, mainly due to my lack of experience with foreign languages and cultures. My lack of
confidence translates as hesitancy and can undermine my message. It will be important for me to
continue to immerse myself and to have positive experiences. Livermore noted positive
experiences as one way to gain confidence in these cross-cultural situations.3 I am sure that my
confidence will improve as I gain additional experience and learn some conversational phrases to
help connect interculturally. As my interactions will primarily be ministry-based, I must rely on
the Holy Spirit to provide the proper words at the right moment.
Language and Lingo
Above, the language barrier was discussed in relation to self-efficacy. Livermore
reminds us, “Language understanding can be an issue even when working within another
English-speaking context. Different expressions and terms are frequent points of confusion
among North Americans, Brits, Indians, and Australians.”4 Being raised in Alabama, I was raised
with a certain vocabulary of slang and lingo that does not apply in other areas of the United
States and the world. I also work in the hotel industry, where industry-specific jargon and
acronyms are everywhere. Just as I am careful not to confuse my audience in the hotel business
with jargon, the same must be true in ministry. Misinterpreted slang or unfamiliar jargon can
create a barrier and impede the message being shared.
2 Livermore, Leading with Cultural Intelligence: The Real Secret to Success, 51.
3 Ibid.
4 Ibid., 81.
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Uncertainty Avoidance
Of all the cultural values and systems discussed, one cultural value resonated with me as
being unfamiliar – uncertainty avoidance. Livermore defines uncertainty avoidance as “the
extent to which you are at ease with unknown, unpredictable outcomes.”5 This was an aspect that
I had never really considered. There is a significant difference between the high avoidance areas,
like Latin America, and low avoidance areas, such as Nordic Europe. In our ministry approach,
we would be wise to avoid strict dogmatic statements in the low avoidance areas, whereas the
rigid and formal approach would be better received in the high avoidance areas. With the level of
blind faith and adaptability in the Christian faith, being knowledgeable of these differences can
be the difference between a successful and failed mission. It would be wise to plan our content
and delivery, accordingly, based on the anticipated audience.
Being Versus Doing
In the discussion of CQ Knowledge, Livermore discussed the cultural value of “being
versus doing.”6 Typically, in the United States’ culture, we are in “doing” mode. But based on
Livermore’s categorization, most other countries and regions place value on “being,” at least to
some degree. Only the Anglo cluster and Germanic Europe cluster are considered to be “doing-
oriented.”7 Since most potential encounters will involve someone with a higher value on “being,”
it is imperative to our mission to develop a more being-oriented approach. Jesus understood this.
In Luke 10:38-42, Jesus visited the home of Mary and Martha. Mary placed her focus on sitting
with Jesus and listening to Him. Martha was very busy “doing” things. TI bothered Martha that
Mary was not helping with preparations, but Jesus responded, “Martha, Martha, you are worried
5 Livermore, Leading with Cultural Intelligence: The Real Secret to Success, 107.
6 Ibid., 119.
7 Livermore, Leading with Cultural Intelligence: The Real Secret to Success, 122.
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and distracted by many things; but only one thing is necessary; for Mary has chosen the good
part, which shall not be taken away from her” (Luke 10:41, NASB). Being present and being in
community worked for Jesus and will work for us in carrying out His mission.
Nonverbal Actions
It is difficult to have a discussion of intercultural communication without mentioning
nonverbal communication. According to Livermore, “We’ve all heard it said, “You cannot not
communicate.” Although words and delivery are an important part of the communication
exchange, as much and possibly more gets communicated through other nonverbal behaviors.”8
This is an important conversation in our ministry context, as much of our nonverbal
communication happens subconsciously. This applies not only to facial expressions and gestures,
but also to physical space and contact. As someone raised in church in Alabama, I have very
minimal boundaries when it comes to physical contact. We greet one another with handshakes
and hugs, but this may not always be welcome in some cultures and subcultures. We must remain
aware of those around us and their social cues. The awkwardness of an unwelcome physical
contact or misinterpreted gesture can derail the message we are sharing.
Conclusion
Throughout David Livermore’s Leading with Cultural Intelligence, the reader is supplied
with a vast amount of valuable information about cultural intelligence and how to make it work
in their favor. Even though this book was written for a secular, business audience, it delivers
tangible practices and takeaways for those in ministry. Regardless of the venue, business or
missions, we are all faced with the same challenges of intercultural communication. Livermore’s
work can and should be applied to the mission that Christ has given. Cultural intelligence
8 Ibid., 169.
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provides a measurable guide for where we are and where we are heading in our quest to
communicate better cross-culturally. If we are to succeed in the Great Commission, CQ and
David Livermore provide a solid resource.
