When do global leaders learn best to develop cultural intelligence? : an investigation of the moderating role of experiential learning style
KeywordsREF 2014 submission, Cultural Intelligence, Experiential learning, International experience, Learning style, Moderation
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AbstractCultural intelligence is believed to be an important quality for global leaders. To understand how this quality can be developed from international experience, our study employs experiential learning theory to analyze the learning process. We hypothesize that the extent to which the length of overseas work experience contributes to the development of cultural intelligence varies depending on the executives' learning styles. Analyses of data collected from 294 international executives and graduate business students in China and Ireland indicated that the positive relationship between the length of overseas experience and cultural intelligence is strengthened when global executives have a divergent learning style, not when they have an assimilative, convergent, or accommodative learning style.