Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/338654 
Year of Publication: 
2021
Citation: 
[Journal:] Businesses [ISSN:] 2673-7116 [Volume:] 1 [Issue:] 1 [Year:] 2021 [Pages:] 1-17
Publisher: 
MDPI, Basel
Abstract: 
Developing cultural diversity skills is a major ethical challenge for organizations operating within marginalized communities. This study defines cultural intelligence profiles us a two-step approach. In the first step, managers (n = 31) are invited to complete a Cultural Intelligence Quotient Assessment Test to identify and describe different managerial profiles. In the second step, semi-structured interviews are conducted (n = 17) to better understand the characteristics of the managerial profiles developed in phase one. The findings indicate that there are three typical managerial profiles: (1) The opportunist, (2) the modern missionary, and (3) the seasoned sage. These managerial profiles highlight the emerging dynamics of the cultural intelligence model and provide a better understanding of the career trajectories of managers in the healthcare sector. The results also have important managerial implications, particularly concerning strategies for training managers working with marginalized populations.
Subjects: 
cultural intelligence
cultural sensitivity
intercultural management
Nunavik
Inuit
Indigenous people
cultural minorities
healthcare
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
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