Cultural intelligence and establishment of organisational diversity management practices: An upper echelons perspective

Abstract

Abstract Drawing from upper echelons theory, this study examines Chief Human Resource Officers (CHROs) level of cultural intelligence as a predictor of diversity management practices established during their tenure. We model cultural intelligence (CQ) as an individual difference that combines with functional expertise to bolster attention to diversity management. CHRO cultural intelligence is further posited to have an indirect effect on the establishment of diversity management practices through CHRO propensity for transformational leadership behaviours, in this case directed towards other TMT members to garner support for diversity management practices. We test arguments with primary and secondary data from a sample of 193 CHROs and their institutions. Findings address the call to analyse functional TMT roles and factors that impact their effectiveness, and speak to the continued evolution of CQ as a research construct. We conclude with research and practical implications at a time of heightened attention to diversity.

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