ARTICLE INFO

Article Type

Original Research

Authors

Azizi Nejad   B. (* )
Mehdizade   A. (1 )
Jenaabadi   H. (2 )






(* ) Educational Sciences Department, Human Sciences Faculty, Payame Noor University, Tehran, Iran
(1 ) Educational Sciences Department, Human Sciences Faculty, Urmia Branch, Islamic Azad University, Urmia, Iran
(2 ) Educational Sciences Department, Education and Psychology Faculty, Sistan and Balochestan University, Zahedan, Iran

Correspondence

Address: No. 16, Second Alley,Badi’ei Street, Qavion Bridge, Urmia, Iran
Phone: +98 4433482621
Fax: +982188957948
bahareh19@gmail.com

Article History

Received:  October  18, 2014
Accepted:  November 30, 2014
ePublished:  February 4, 2015

BRIEF TEXT


… [1-11] Metacognitive, cognitive, motivational, and behavioral cultural intelligences are different capabilities, of which the total cultural intelligence has been composed [12]. … [13-17] Cultural intelligence fills the gap between cultures in concept transmission [18]. … [19, 20] Conflicts management is the process of diagnosis the role and effectiveness of conflicts in the groups. In addition, it is incorporated in the utilization of proper technics in removing the conflicts or stimulation of the conflicts for organizational effectiveness [21]. … [22-27] Manager’s effectiveness can be evaluated by comparison between the performed activities and planning for the organizational goals [28]. … [29]

There is a positive correlation between the motivational method of cultural intelligence and general, inter-cultural, and job compatibilities [30]. There is a correlation between individual skills (motivational and behavioral cultural intelligence) and the individual skills of transformational leadership [7]. There is correlation between cultural intelligence and performance of the employees. In addition, there is a correlation between cultural intelligence dimensions (metacognitive, cognitive, motivational, and behavioral) and performance [31]. There is no significant correlation between the cultural intelligence of the managers and empowerments of the employees [32]. … [33] The collaboration style has received priority by Turk, Jordanian, and American managers [34]. The compromise style has been highly used by the directors of the university departments, while avoidance and forbear styles have been less used by them [35]. In an Iranian bank, mandatory style is used by the median level managers in relation to the subordinates, while the avoidance style is used by the managers in relation to their colleagues and collaboration and matching style has been used by them in relation to their superiors [36]. In an Iranian organization, solution-oriented and non-confrontational strategies have been used by the employees and the managers in facing with the conflicts. There is a negative correlation between certainty avoidance and the utilization of the non-confrontational strategies. In addition, there is a positive correlation between power distance and the solution-oriented strategy [37]. There is a correlation between specific types of the personality styles and the effectiveness of management [38]. There is a significant correlation between the collaboration style and the effectiveness of the managers [39].

The aim of this study was to investigate the effectiveness of cultural intelligence on the managers’ effectiveness and the styles of conflicts management in the universities.

This is a descriptive-correlational study.

Managers (n=30) and employees (n=180) of Urmia Payame Noor University, Iran, were studied in 2014.

Due to limited population, all the persons were selected.

Data of managers’ cultural intelligence was collected using Cultural Intelligence Questionnaire developed by Ang & L. Van Dyne named as “4-Factor 20-Item Cultural Intelligence Scale” [11]. Data of the styles of conflicts management was collected using standardized Conflict Management Styles Questionnaire developed by Putnam and Wilson. 30-Item Managers’ Effectiveness Questionnaire developed by Pardakhtchi was used to investigate the managers’ effectiveness. The tools validity has been confirmed and their credibility has been estimated favorable. The credibility of the Conflict Management Questionnaire has been computed 0.81 [10]. Its credibility was computed 0.77 via Cronbach’s Alpha. The credibility of the Cultural Intelligence Questionnaire has been computed 0.78, 0.72, 0.77, and 0.70 via Cronbach’s Alpha for cognitive, metacognitive, motivational, and behavioral components, respectively [2]. Its total credibility has been computed 0.86 [31]. The credibility of Cultural Intelligence Questionnaire was computed 0.74. The credibility of Managers’ Effectiveness Questionnaire has been computed 0.96 and 0.95 [39]. Data was analyzed using descriptive and inferential statistics (Pearson Correlation Coefficient, Stepwise Regression Analysis Test, Analysis of Variance, and Tukey Test). Pearson Correlation Coefficient was used to investigate the correlation between cultural intelligence and its components and the conflict resolution styles and the managers’ effectiveness. Analysis of Variance and Post hoc Tukey Tests were used to compare the cultural intelligence averages based on the academic ranking and years of service. The components of cultural intelligence were used as the predictors of the styles of conflicts management and effectiveness (criterion variables) in the stepwise regression analysis.

There was a significant correlation between cultural intelligence and the managers’ effectiveness. There was a significant correlation between the motivational and metacognitive components of cultural intelligence and the managers’ effectiveness. There was no significant correlation between behavioral and cognitive components of cultural intelligence and effectiveness. There was a significant correlation between cultural intelligence and the solution-oriented and control styles. There was no significant correlation between cultural intelligence and non-confrontation style. There was no significant correlation between the mean values of the managers’ cultural intelligence based on the academic ranking. There was significant correlation between the mean values of the managers’ cultural intelligence based on the years of service. There were significant differences between mean value of cultural intelligence of 20-25 years of service group (78.31±2.68) and 1-5 years of service (67.45±2.2), 5-10 years of service (69.97±1.16), 10-15 years of service (68.22±1.72), and more than 25 years of service (66.62±1.55) groups. However, there was no significant correlation between mean value of cultural intelligence of 20-25 years of service and 15-20 years of service (71.69±1.26) groups. There was no significant difference between mean values of cultural intelligence in other years of service groups. Cognitive and cognitive/metacognitive predictor variables were effective on the selection of non-confrontation style. They explained 0.133 and 0.183 of non-confrontation style variation. The predictor variable of metacognitive component was effective on the managers’ effectiveness and 0.093 of effectiveness variation could be explained by the item.

There was a significant correlation between cultural intelligence and effectiveness. Performance of managers with higher cultural intelligence has been better [11]. Cultural intelligence is one of the effective factors on the managers’ achievements in the global dynamic environments. The effectiveness of cultural intelligence on performance has been shown [12]. The effectiveness of cultural intelligence on the migrants’ success has been shown in the same way [30]. While participating in the work teams, employees with higher cultural intelligence show better group effectiveness [40]. The effectiveness of cultural intelligence on the managers’ performance and achievement has been shown [10. 31]. The results of the present study are consistent with the studies. There was a significant correlation between the metacognitive component of cultural intelligence and effectiveness. The effectiveness of the metacognitive component on the managers’ job performance and achievement in the culturally different environments has been shown [11, 30]. The effectiveness of the metacognitive component on the Iranian managers and employees’ group effectiveness and performance has been shown [10, 31, 40]. There was no significant correlation between behavioral and cognitive components of cultural intelligence and the managers’ effectiveness. The results are consistent with the results of similar studies. There was a negative significant correlation between cultural intelligence and control style. Managers with high emotional intelligence tend to use control style. Any correlation between emotional intelligence and the conflict management strategies has been rejected [11]. There was significant correlation between the mean values of the managers’ cultural intelligence based on the years of service. The results show consistency with the theoretical bases of cultural intelligence.

Necessary trainings to promote the sense of self-efficiency ought to be included to enhance the motivational cultural intelligence. Respect to the sub-cultures and other cultures ought to be considered in the Iranian higher education and positive aspects of other cultures should be proposed to enhance the motivational component. Workshops should be hold for the faculty members and the university managers and favorable and unfavorable consequences and effects of the conflicts management strategies on the workflow of the organization should be explained.

Lack of enough resources available about cultural intelligence, lack of enough resources on the subject, incomplete answers to the questions, and the employees’ reluctance to participate in the study were of the limitation for the present study.

There is a correlation between cultural intelligence and control and solution-oriented conflicts management styles. Nevertheless, there is no correlation between cultural intelligence and non-confrontation style.

The researcher feels grateful to all who participated in the research.

Non-declared

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Non-declared


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