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Cultural Intelligence and Trust in Global Virtual Teams

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Title: Cultural Intelligence and Trust in Global Virtual Teams
Language: English
Authors: John Wengel (ORCID 0000-0002-8005-4767)
Source: Business and Professional Communication Quarterly. 2025 88(1):54-72.
Availability: SAGE Publications. 2455 Teller Road, Thousand Oaks, CA 91320. Tel: 800-818-7243; Tel: 805-499-9774; Fax: 800-583-2665; e-mail: journals@sagepub.com; Web site: https://sagepub.com
Peer Reviewed: Y
Page Count: 19
Publication Date: 2025
Document Type: Journal Articles
Reports - Research
Descriptors: Cultural Awareness, Trust (Psychology), Group Dynamics, Teamwork, Foreign Countries, Computer Simulation, Administrator Characteristics, Finance Occupations, Leadership Styles, Organizational Culture, Cultural Pluralism, Cultural Differences, Communication Skills, Intercultural Communication
DOI: 10.1177/23294906231179915
ISSN: 2329-4922
2329-4906
Abstract: A lack of cultural intelligence (CQ) creates a lack of trust in global virtual teams (GVTs). Study findings examine how leaders demonstrate CQ, trust in GVTs, and provide strategies for organizations. This qualitative single-case study explores how leaders of US-based GVTs in the financial industry demonstrate CQ and trust and strategies to develop trust. This study applies the social interaction theory, uncovering group identity and behaviors. Participants included GVT members and leaders having at least 1 year of experience on a GVT. The emerging themes were demonstrating CQ, demonstrating trust, and strategies to build trust.
Abstractor: As Provided
Entry Date: 2025
Accession Number: EJ1465418
Database: ERIC
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  Value: <anid>AN0182608587;[h95b]01mar.25;2025Feb04.02:42;v2.2.500</anid> <title id="AN0182608587-1">Cultural Intelligence and Trust in Global Virtual Teams </title> <p>A lack of cultural intelligence (CQ) creates a lack of trust in global virtual teams (GVTs). Study findings examine how leaders demonstrate CQ, trust in GVTs, and provide strategies for organizations. This qualitative single-case study explores how leaders of US-based GVTs in the financial industry demonstrate CQ and trust and strategies to develop trust. This study applies the social interaction theory, uncovering group identity and behaviors. Participants included GVT members and leaders having at least 1 year of experience on a GVT. The emerging themes were demonstrating CQ, demonstrating trust, and strategies to build trust.</p> <p>Keywords: cultural intelligence; global virtual teams; trust; multicultural teams</p> <hd id="AN0182608587-2">Introduction</hd> <p>Organizations have been using global virtual teams (GVTs) since the 1990s ([<reflink idref="bib34" id="ref1">34</reflink>]). These teams are composed of culturally diverse members who are geographically separated, use electronic communication methods, and are often multinational and multicultural ([<reflink idref="bib1" id="ref2">1</reflink>]). They are found in all organizations of all sizes as well as across industries and can involve full- or part-time workers and freelancers accomplishing the goals of the project or organization ([<reflink idref="bib39" id="ref3">39</reflink>]).</p> <p>The business world is moving toward GVTs, and leaders will need to be trained to handle the changes and challenges of these teams ([<reflink idref="bib11" id="ref4">11</reflink>]). Cultural intelligence (CQ) is a way that organizations manage multinational teams. It is a leader's essential function in GVTs to develop leadership skills in a multinational organization ([<reflink idref="bib34" id="ref5">34</reflink>]). [<reflink idref="bib39" id="ref6">39</reflink>] further explained that GVTs are more successful when leaders develop trust among team members. Trust in teams significantly impacts any organization ([<reflink idref="bib44" id="ref7">44</reflink>]). CQ can assist GVT leaders in understanding and identifying team members and facilitating a team identity while increasing the amount of team trust ([<reflink idref="bib39" id="ref8">39</reflink>]).</p> <p>Recent studies have shown that team leaders with low scores on the CQ scale negatively impact GVTs, leading to low morale ([<reflink idref="bib34" id="ref9">34</reflink>]; [<reflink idref="bib39" id="ref10">39</reflink>]). [<reflink idref="bib27" id="ref11">27</reflink>] further explained that a GVT environment with low CQ increases the chance for misunderstandings and miscommunication. The lack of CQ in GVTs is a critical issue in today's growing global economy, and 60% of managers frequently complete tasks using a GVT workforce ([<reflink idref="bib43" id="ref12">43</reflink>]).</p> <p>Organizations using GVTs face challenges, including a deficiency caused by limited leader experiences, which produce a potential lack of CQ, resulting in an absence of trust among GVT members ([<reflink idref="bib52" id="ref13">52</reflink>]). For instance, leadership within organizations considers CQ a soft skill, and organizations expect the leader to research the culture's customs to develop CQ and trust ([<reflink idref="bib9" id="ref14">9</reflink>]; [<reflink idref="bib52" id="ref15">52</reflink>]). In addition, a lack of trust can create difficulties in making important, pinpointed decisions because communication remains general without disclosing unique perspectives and ideas from team members to resolve issues and problems ([<reflink idref="bib8" id="ref16">8</reflink>]). Without trust and CQ, GVT members could gravitate to their national identity with familiar customs, traditions, and language, which can cause division and produce ineffective teams. ([<reflink idref="bib16" id="ref17">16</reflink>]; [<reflink idref="bib39" id="ref18">39</reflink>]). This study contributes to the body of literature by understanding how CQ and trust among GVT members increase team effectiveness in the financial industry ([<reflink idref="bib39" id="ref19">39</reflink>]; [<reflink idref="bib52" id="ref20">52</reflink>]), and a failure to address this problem would hinder GVTs in meeting the organization's goals ([<reflink idref="bib11" id="ref21">11</reflink>]; [<reflink idref="bib27" id="ref22">27</reflink>]).</p> <p>This study is rooted in the framework of social identity theory (SIT). According to SIT, it is essential that GVTs provide a group identity and a place to belong and can ultimately shape behaviors among GVT members ([<reflink idref="bib11" id="ref23">11</reflink>]; [<reflink idref="bib32" id="ref24">32</reflink>]; [<reflink idref="bib43" id="ref25">43</reflink>]). Additionally, SIT maintains that individuals identify with groups, depending on group protection, and demonstrate loyalty to team members ([<reflink idref="bib43" id="ref26">43</reflink>]). [<reflink idref="bib9" id="ref27">9</reflink>] explained that the identity of a group shapes the relationship among team members and provides meaning to team members' actions. Examining GVTs and trust within this context allowed a deeper review of understanding identity among GVTs. Social identity theory provided a lens for examining the development of CQ and trust and trusting behaviors among GVT members.</p> <p>Research on CQ and trust in virtual teams has incorporated the critical element of identity protection and loyalty between group members ([<reflink idref="bib43" id="ref28">43</reflink>]), which directly supports SIT. Additionally, [<reflink idref="bib43" id="ref29">43</reflink>] suggested that group loyalty through SIT demonstrates favoritism over those not identified as part of the group. GVT members with high CQ leaders identified with the group and moderately imitated leader behaviors ([<reflink idref="bib11" id="ref30">11</reflink>]), which is essential to team performance ([<reflink idref="bib53" id="ref31">53</reflink>]). The literature and application of this theory assist in a clearer understanding relevant to this study.</p> <p>CQ and building trust are becoming desired skills for organizations to increase their global presence ([<reflink idref="bib11" id="ref32">11</reflink>]). Additionally, the study of CQ is valuable for GVTs to resolve challenges, build trust, and, ultimately, increase team performance ([<reflink idref="bib27" id="ref33">27</reflink>]; [<reflink idref="bib34" id="ref34">34</reflink>]). The purpose of this qualitative single case study is to discover ways to develop CQ among leaders of U.S.-based GVTs in the financial industry to build trust among team members. This study will examine how leaders can best be equipped to demonstrate CQ in their teams, how leaders demonstrate trust and a strategy practitioners can use to increase CQ to develop trust in their GVT.</p> <hd id="AN0182608587-3">Literature Review</hd> <p>GVTs are becoming the ideal way to collaborate for successful organizations in a global economy ([<reflink idref="bib14" id="ref35">14</reflink>]). [<reflink idref="bib14" id="ref36">14</reflink>] stated that 89% of workers within an organization belong to at least one GVT. Globalization and advancements in technology have made conducting business internationally easier through the use of GVTs ([<reflink idref="bib32" id="ref37">32</reflink>]; [<reflink idref="bib43" id="ref38">43</reflink>]). Different groups and cultures are integrating swiftly as a result of technology removing geographical borders ([<reflink idref="bib30" id="ref39">30</reflink>]; [<reflink idref="bib48" id="ref40">48</reflink>]). [<reflink idref="bib48" id="ref41">48</reflink>] suggested that leaders in organizations need to develop skills to keep pace with multicultural environments. Organizations employing workers possessing international experience, communication skills, an understanding of cultures and traditions, and navigating effectively internationally will provide an advantage in global business ([<reflink idref="bib33" id="ref42">33</reflink>]). Companies need to place importance and recruitment focus on workers who can learn new skills and adapt quickly to multicultural settings ([<reflink idref="bib42" id="ref43">42</reflink>]).</p> <hd id="AN0182608587-4">Cultural Intelligence</hd> <p>CQ is a crucial leadership skill in today's leadership world and requires working effectively with those from other cultures as well as specific knowledge and the ability to adapt to different attitudes and behaviors ([<reflink idref="bib5" id="ref44">5</reflink>]; [<reflink idref="bib31" id="ref45">31</reflink>]). CQ is an individual's understanding of a culturally diverse group within an organization and work team ([<reflink idref="bib37" id="ref46">37</reflink>]; [<reflink idref="bib40" id="ref47">40</reflink>]). It should be required for leaders who work in a cross-cultural setting. CQ is acknowledged as a desired skill set used to interact with others from different cultures ([<reflink idref="bib19" id="ref48">19</reflink>]).</p> <p>The empirical work of Christopher Early and Soon Aug theorized that CQ is a multidimensional concept consisting of four dimensions: cognitive, metacognitive, motivational, and behavioral ([<reflink idref="bib45" id="ref49">45</reflink>]; [<reflink idref="bib34" id="ref50">34</reflink>]). The cognitive dimension is the knowledge acquired from education and personal experiences, including rules, norms, and environments of different cultures ([<reflink idref="bib39" id="ref51">39</reflink>]). It allows workers to discover the relationships and variations across cultures ([<reflink idref="bib6" id="ref52">6</reflink>]). The metacognitive dimension describes the process of individuals developing an insight into their cultures and thought processes ([<reflink idref="bib29" id="ref53">29</reflink>]; [<reflink idref="bib36" id="ref54">36</reflink>]). It is based on mindfulness of intercultural interactions and understanding how culture can affect behaviors ([<reflink idref="bib19" id="ref55">19</reflink>]). The motivational dimension involves a person's ability to direct energy toward learning, understanding, and comprehension of the situation driven by different cultures ([<reflink idref="bib37" id="ref56">37</reflink>]). It is the pursuit and assurance of effective work within multiple cultural settings ([<reflink idref="bib45" id="ref57">45</reflink>]). The behavioral dimension addresses all the challenges of GVT performance and trust among GVT members ([<reflink idref="bib27" id="ref58">27</reflink>]). It moves away from opinions to individual behaviors and can adjust cultural interactions ([<reflink idref="bib16" id="ref59">16</reflink>]; [<reflink idref="bib48" id="ref60">48</reflink>]).</p> <hd id="AN0182608587-5">Trust</hd> <p>Trust is a crucial element in relationships, making it an essential factor in an organization's success, and is highly researched ([<reflink idref="bib2" id="ref61">2</reflink>]; [<reflink idref="bib7" id="ref62">7</reflink>]). In addition, more organizations are creating GVTs, and one of the most significant challenges for teams is developing and maintaining team trust ([<reflink idref="bib51" id="ref63">51</reflink>]). Trust is a relationship between various parties becoming vulnerable to the actions of others with the hope they will be reciprocated and not manipulate the relationship for personal gain ([<reflink idref="bib2" id="ref64">2</reflink>]; [<reflink idref="bib7" id="ref65">7</reflink>]; [<reflink idref="bib51" id="ref66">51</reflink>]). [<reflink idref="bib7" id="ref67">7</reflink>] stated that trust depends on group members' positive intentions and behaviors. Additionally, trust creates an emotional bond between people enabling them to establish a cohesive social relationship ([<reflink idref="bib49" id="ref68">49</reflink>]).</p> <p>Organizations understand and know how important trust is to an effective workforce, and it can be challenging for organizations to develop a culture of trust ([<reflink idref="bib3" id="ref69">3</reflink>]). Organizations can attract a diverse workforce yet struggle to build trust within various groups ([<reflink idref="bib3" id="ref70">3</reflink>]). However, trust promotes diverse ideas and information and can be essential to promoting the benefits of a culturally diverse team ([<reflink idref="bib35" id="ref71">35</reflink>]). [<reflink idref="bib3" id="ref72">3</reflink>] suggested that organizations will need to know the definition of trust across different cultures. If organizations can understand the similarities of trust in other cultures, the impact is positive ([<reflink idref="bib3" id="ref73">3</reflink>]). Additionally, the development of trust depends on members' communication, and openness can impact the way people feel about the group ([<reflink idref="bib7" id="ref74">7</reflink>]). In GVTs, there can be a tremendous amount of trust initially, and trust can develop between GVTs, or it can erode ([<reflink idref="bib20" id="ref75">20</reflink>]).</p> <hd id="AN0182608587-6">CQ and Trust in GVTs</hd> <p>Successful GVT leaders are responsible for building trust, leading to team success ([<reflink idref="bib1" id="ref76">1</reflink>]; [<reflink idref="bib12" id="ref77">12</reflink>]). The role of leadership is essential for building trust in GVTs and ensuring clarity of the objectives of the team and team members ([<reflink idref="bib12" id="ref78">12</reflink>]; [<reflink idref="bib27" id="ref79">27</reflink>]). GVT leaders must work persistently and constantly to discover innovative ways to build trust with team members ([<reflink idref="bib47" id="ref80">47</reflink>]; [<reflink idref="bib52" id="ref81">52</reflink>]). Leaders must acquire characteristics such as perceived attractiveness, empathy, organizational commitment, and appropriate behaviors before members begin to trust ([<reflink idref="bib12" id="ref82">12</reflink>]).</p> <p>CQ positively influences team members' trust by reducing cultural perspectives ([<reflink idref="bib16" id="ref83">16</reflink>]; [<reflink idref="bib18" id="ref84">18</reflink>]). [<reflink idref="bib39" id="ref85">39</reflink>] stated that CQ would improve trust in GVTs when leaders shift the group's focus from resisting cultural differences to accepting them. Likewise, CQ positively influences the individual team member's knowledge base and trust ([<reflink idref="bib16" id="ref86">16</reflink>]). [<reflink idref="bib26" id="ref87">26</reflink>] concluded that leaders with high CQ and trust positively influence team trust. If leaders have high levels of CQ and trust in their abilities, confidence and trust will spread to GVT members ([<reflink idref="bib26" id="ref88">26</reflink>]). In addition, teams with CQ at their core experience increased trust among GVT members, contributing to better teamwork and an increased identity ([<reflink idref="bib39" id="ref89">39</reflink>]). [<reflink idref="bib2" id="ref90">2</reflink>] further stated that workers in trustworthy relationships with their GVT engage in the deliberate implementation process and effective work behaviors. Teams with high CQ have been examined and determined to have high trust, even virtual teams ([<reflink idref="bib18" id="ref91">18</reflink>]; [<reflink idref="bib27" id="ref92">27</reflink>]). Organizations are experiencing a lack of CQ among GVT leaders of U.S.-based GVTs in the financial industry, which is causing an absence of trust among team members ([<reflink idref="bib10" id="ref93">10</reflink>]; [<reflink idref="bib27" id="ref94">27</reflink>]; [<reflink idref="bib34" id="ref95">34</reflink>]; [<reflink idref="bib39" id="ref96">39</reflink>]).</p> <hd id="AN0182608587-7">Methodology</hd> <p>The case study approach allowed exploration through broad questions to gather information about the problem using open-ended questions to probe participants' experiences ([<reflink idref="bib50" id="ref97">50</reflink>]). Additionally, case studies create a vantage point for the researcher to identify common themes ([<reflink idref="bib4" id="ref98">4</reflink>]; [<reflink idref="bib17" id="ref99">17</reflink>]). The population in this study was GVT team leaders and members in the financial industry who were members of a social network on LinkedIn. Snowball sampling was used to recruit two groups consisting of GVT leaders and GVT members. The number of participants was eight GVT leaders and eight GVT members to accumulate enough data to reach saturation ([<reflink idref="bib13" id="ref100">13</reflink>]). [<reflink idref="bib28" id="ref101">28</reflink>] noted that saturation is obtained through the richness of data used to build a theory. This study's saturation point occurred when no new data, themes, or patterns were discovered during the interview and data analysis process ([<reflink idref="bib50" id="ref102">50</reflink>]). Interviews continued until saturation was reached. The two different forms of data using both leaders and members of GVTs allowed for the triangulation of data. All the participants were from different teams from different organizations. Organizations were all from the United States but operating internationally. Seven participants' country of origin was outside the United States. These countries included Germany, Canada, Ghana, China, Spain, France, and Rwanda. Data analysis began after all the interviews were conducted, and participant numbers were assigned (P1–P16) to each participant to protect and maintain their confidentiality. Interviews were conducted using an interview protocol developed by the researcher and field tested with experts to reduce researcher bias. The interviews were completed using Zoom video conferencing software and lasted approximately 30 minutes. The recordings were transcribed by the researcher. Interviews continued until saturation was reached. Data analysis started after all the interviews were completed. Analysis was done using NVivo 12, beginning with the more general codes and then more specific categories and themes. NVivo 12 in performing a thematic analysis enabling the researcher to achieve accurate conclusions. The researcher practiced reflexivity by reading and reviewing the quality of the data by reading the interview transcripts daily, which allowed the researcher to become very familiar with the data over the course of time.</p> <hd id="AN0182608587-8">Findings</hd> <p>The study's findings resulted in four themes: Leader's Demonstration of CQ, Trust in GVTs, and Strategies. Themes to answer these questions and align with this purpose would be how leaders demonstrated CQ in their GVT, how leaders demonstrate trust in GVTs, and what strategies leaders can use to develop and build trust and CQ in their GVT.</p> <hd id="AN0182608587-9">Leaders' Demonstration of CQ</hd> <p>This theme focused on how leaders demonstrate CQ in their GVTs and how the GVT members respond to GVT leaders using CQ. All participants had experienced or been involved in a leader's demonstration of CQ in their GVT. Two themes discovered in the data were Communication within GVTs and Acknowledgement of Cultural Differences.</p> <hd id="AN0182608587-10">Communication within GVTs</hd> <p>Twelve of the 16 participants stated that communication was a key aspect of how leaders demonstrated CQ within their GVT. This subtheme explored both effective communication and the challenges of communication across cultures and how leaders respond.</p> <p>Effective communication in GVTs is essential. P1, a GVT member, stated that the leader "gives everyone a chance to express themselves." P8, a GVT member, said that his leader "tries to accommodate each and every person by giving everyone an opportunity to be heard." Fifty percent of the participants suggested that GVT leaders expressed CQ and viewed communication as necessary in their GVT.</p> <p>Twelve of the participants expressed that communication was the biggest challenge in their GVT. P16, a GVT leader, said, "Cultural differences are because different members have different ways of communicating." P12, a GVT leader, explained, "Sometimes I struggle to understand them, but the struggle is the language barrier." P7 confirmed how people communicate across cultures by stating that "cultural differences between my team members is the communication styles [sic] vary across cultures." The difficulties in GVTs were directly related to problems in communication due to cultural differences.</p> <p>Thirteen participants focused on how trust is built through communication. Leaders of GVTs believed that effective communication was the key to building trust in their GVTs. Participant 12, a GVT leader, commented, "Communication is always the key, and when it comes to trust, without communication, nothing can happen."</p> <hd id="AN0182608587-11">Acknowledgment of Cultural Differences</hd> <p>Eight participants stated that the education of GVT leaders in the culture of the GVT members is a positive aspect of demonstrating CQ in their team. P9, a GVT member, stated that his team leader "gives books to people about cultural occasions." P4, a GVT leader, reported, "As a leader, the way I relate to the cultural differences, we are always conducting meetings. We are conducting training. We are encouraging our members in terms of culture, and we encourage them to impress cultural differences." Fifty percent of the participants described obtaining knowledge about different cultures and cultural knowledge sharing within their team.</p> <p>Members were given opportunities to express their culture and acknowledge differences. P16, a GVT leader, stated that "cultural differences is that different people behave differently." Additionally, P15, a GVT member, spoke about individual behaviors within a GVT, stating that "everyone's culture needs to be respected." P4, a group leader, shows respect for cultures by making the behavioral expectations known by saying that "there is a code of conduct." The results uncovered the effects of CQ in GVTs focusing on behaviors, with 50% of participants reporting their behaviors were affected by the behavioral dimension of CQ.</p> <hd id="AN0182608587-12">Demonstration of Trust in GVTs</hd> <p>This theme focused on the perceived effects of GVT leaders and group members who have developed trust through CQ within their GVT. These results assist in the purpose of the study to show the demonstration of trust through CQ in GVTs. The themes are trust in GVT leader's actions and trust through performance.</p> <hd id="AN0182608587-13">Trust in the GVT leader's actions</hd> <p>GVT members experienced trust due to the CQ of their leader. The results showed that nine participants believed trust is essential among GVT members. Eighty-one percent of participants noted that the leader was the most trustworthy person on the team. P1, a GVT member, stated that a leader places the group before their desires, exclaiming that they are "always ready to propose what is the right thing for the group." GVT members' embracing culture inside the group also promoted group trust and positive relationships among GVT members. P4, a group leader, stated that trust "embraces multicultural teamwork cohesiveness and multi-culture dimensions." Because the leaders embrace the culture, it dictates acceptable behaviors. P9, a GVT member, said that people do not display any unwanted behavior when he explained that "no one carries any unwanted behavior, and this can bring the group together." GVT leaders experienced trust because of CQ. Nine participants acknowledged that leadership in their GVT can initiate and know the needs to be met for the team. P16, a GVT leader, stated that "the team leader can gain the trust of team members, and I am the one to show them what needs to be done." P7, a GVT member, reported that "our leader is capable of standing and facing challenges that may come along in the team."</p> <hd id="AN0182608587-14">Trust through performance</hd> <p>Fifty percent of the participants stated that performance was crucial in building trust. P2, a GVT member, confirmed this idea by stating, "that is why we have trusted him with all the responsibilities to solve the problems." In addition, participants shared that trust was also built through performance. The data are centered around the importance of trust through collaboration. The results indicated that 50% of the participants (both leaders and members) acknowledged that CQ builds trust in a GVT through collaboration. P3, P4, P12, and P13, all GVT leaders, asserted that collaboration builds CQ in their GVT. P12, a GVT leader, stated that collaboration created trust by "working as a team trying to help each other in everything we do." Additionally, P4 expressed the importance of trust in the collaboration of group members: "The reason why there is trust among team members is there is a collaboration among team members." P15, a GVT member, described trust in collaboration and noted, "I see trust can be built more when each of the individuals shows we can be trusted by what we say and by our actions."</p> <hd id="AN0182608587-15">Strategies</hd> <p>The findings help present ways organizations can increase CQ and build trust in GVTs. This theme focused on organizations developing a strategy for leaders to develop CQ and build trust in their GVTs. The theme had only one subtheme: Intentional Action. The theme focused on intentional activities that leaders fostered trust within the GVT.</p> <hd id="AN0182608587-16">Intentional action</hd> <p>Ten participants stated there are ways to build trust intentionally in GVTs through CQ. P7, a GVT member, stated, "Trust can be built through understanding the cross-cultural make-up of our team." P9 stated, "Trust can be built by being more inclusive with each other, talking more often, sometimes creating more time for personal conversations."</p> <hd id="AN0182608587-17">Discussion</hd> <p></p> <hd id="AN0182608587-18">Communication</hd> <p>The results demonstrated that communication is the most significant way leaders express CQ within their GVT. These GVT leaders and members come from different backgrounds and communicate differently, and successful leaders recognize these differences. An effective leader will recognize cultural norms and will be able to communicate effectively in a multicultural setting. Influential leaders with CQ will avoid misunderstandings in GVTs and miscommunications. Communication challenges align with the findings of [<reflink idref="bib27" id="ref103">27</reflink>] and [<reflink idref="bib38" id="ref104">38</reflink>], who found that one challenge in the virtual environment is an opportunity for misunderstandings and miscommunication among GVTs.</p> <p>These findings are consistent with research by [<reflink idref="bib46" id="ref105">46</reflink>], who noted that leaders with CQ can produce acceptance by encouraging strong communication. In addition, CQ decreases apprehension from cross-cultural encounters and encourages communication, permitting leaders to excel in multicultural situations ([<reflink idref="bib48" id="ref106">48</reflink>]). The findings uncovered that GVT leaders and members identified with the team and were part of the team and not individuals working within the team to accomplish the results. [<reflink idref="bib25" id="ref107">25</reflink>] further explained that language is essential in relationship building and giving members a sense of belonging in a multicultural organization. As a result, SIT states that members identify with their leader and, ultimately, the team and, as a result, guide practitioners in how to communicate within GVTs.</p> <p>GVT leaders need to know the cultural norms of those within the team to communicate effectively. Half of the respondents recognized that the leader knew the cultures of the members of the group. The results showed that effective GVT leaders had some understanding of the cultural makeup of the GVT. This knowledge is in the cognitive dimension of CQ, which permits GVT members to understand the relationships and norms across cultures ([<reflink idref="bib6" id="ref108">6</reflink>]; [<reflink idref="bib36" id="ref109">36</reflink>]). The results support the existing literature on the dimension of cognitive CQ, in which [<reflink idref="bib37" id="ref110">37</reflink>] and [<reflink idref="bib39" id="ref111">39</reflink>] describe cognitive CQ as the knowledge of cultural differences from education and personal experiences. Additionally, [<reflink idref="bib46" id="ref112">46</reflink>] and [<reflink idref="bib48" id="ref113">48</reflink>] stated that cognitive CQ helps understand other cultures' symbols and values. [<reflink idref="bib21" id="ref114">21</reflink>] confirmed this by stating that GVTs are becoming more culturally diverse, and successful candidates have practical knowledge and cross-cultural experiences. Social identity theory can help with a leader's cognitive CQ. [<reflink idref="bib52" id="ref115">52</reflink>] stated that GVT leaders cannot rely on their own experiences with different cultures and need to learn and develop them, knowing it will affect the behaviors of group members.</p> <p>The results concluded that a leader's response to cultural differences affected their behaviors within the group. A leader who has developed the dimension of behavioral CQ has an opportunity to embrace the other cultures of the GVT, assisting in building relationships with GVT members ([<reflink idref="bib48" id="ref116">48</reflink>]). The behavioral dimension of CQ indicates the action or tasks of the individual or GVT. The results also concluded that leaders need to set the cultural norms of the group. This finding aligns with the literature, which states that these norms allow participants to understand how the group will conduct itself, and if norms are unfamiliar, it can cause anxiety ([<reflink idref="bib21" id="ref117">21</reflink>]; [<reflink idref="bib27" id="ref118">27</reflink>]; [<reflink idref="bib48" id="ref119">48</reflink>]). [<reflink idref="bib16" id="ref120">16</reflink>], [<reflink idref="bib27" id="ref121">27</reflink>], and [<reflink idref="bib48" id="ref122">48</reflink>] discovered that behavioral CQ moves away from opinions to individual behaviors and can be adjusted through cultural interactions. In addition, [<reflink idref="bib26" id="ref123">26</reflink>] and [<reflink idref="bib34" id="ref124">34</reflink>] explained that behavioral CQ is about an individual's actions rather than knowledge about different cultures. Through SIT, GVT members can have an identity with the team, giving them a sense of appreciation and value for team members ([<reflink idref="bib25" id="ref125">25</reflink>]; [<reflink idref="bib43" id="ref126">43</reflink>]). [<reflink idref="bib15" id="ref127">15</reflink>] suggested that one primary concept of SIT assumption is that employees have the motivation to belong to a team and measure their identity with the GVT to encourage a positive self-image. Therefore, the findings in this study support the theory of SIT and verify how practitioners can use CQ within GVTs.</p> <hd id="AN0182608587-19">Trust</hd> <p>Trust of team members in their team leaders and other GVT members also emerged as a theme. The findings indicated that GVT members build trust with others within the GVT. Trust is essential for the success of the GVTs and not only ensures the vitality of the group but also helps organizations meet their goals ([<reflink idref="bib18" id="ref128">18</reflink>]). When trust is high in GVT, members feel a sense of oneness and can accomplish even complicated and challenging tasks ([<reflink idref="bib18" id="ref129">18</reflink>]). The findings also concluded that teams with high CQ experience more trust and success within the organization. The leader needs to keep learning about the cultures within the team, building trust, and ensuring team members contribute to making the team more effective. This aligns with [<reflink idref="bib27" id="ref130">27</reflink>] and [<reflink idref="bib18" id="ref131">18</reflink>], who stated that GVTs with high CQ have elevated levels of trust. Trust is critical between GVT members, which aligns with [<reflink idref="bib7" id="ref132">7</reflink>], who explained that trust depends on group members' positive intentions and behaviors. The concept of trusting behaviors supports SIT, which provides a lens for examining the development of CQ and trust and trusting behaviors among GVT members ([<reflink idref="bib27" id="ref133">27</reflink>]). Additionally, [<reflink idref="bib41" id="ref134">41</reflink>] stated that SIT influences the actions of members of a GVT that are common to the team's identity, and understanding their beliefs, emotions, and self-esteem results from being involved with the GVT.</p> <p>The findings stated that in teams with high trust levels, leadership is an essential aspect. This aligns with the literature, which states that leadership within a GVT is critical for building and maintaining trust ([<reflink idref="bib12" id="ref135">12</reflink>]; [<reflink idref="bib27" id="ref136">27</reflink>]). The findings also concluded that leaders with CQ can build trust through the GVT performance. [<reflink idref="bib20" id="ref137">20</reflink>] and [<reflink idref="bib24" id="ref138">24</reflink>] wrote that trust is also associated with a GVT's positive performance. When GVT members trust others, they can be themselves, letting their personality prevail, permitting them to excel, resulting in team performance ([<reflink idref="bib20" id="ref139">20</reflink>]; [<reflink idref="bib24" id="ref140">24</reflink>]). [<reflink idref="bib1" id="ref141">1</reflink>] and [<reflink idref="bib26" id="ref142">26</reflink>] described successful GVT leaders pointed out it is their responsibility to develop trust, leading to a positive team and accomplishments. The results also concluded that trust is built by a leader's communication skills. This was confirmed in the literature that GVT members could effectively communicate in a cross-cultural environment, which develops trust and collaboration among GVT members for specific tasks ([<reflink idref="bib2" id="ref143">2</reflink>]). In the area of trust, SIT provides a lens for developing trust within GVTs. SIT helps the members of a GVT to have a deeper understanding of identity in the GVT ([<reflink idref="bib9" id="ref144">9</reflink>]) and examines the idea that individuals belong to a group as a sense of pride and can be a source of self-esteem ([<reflink idref="bib22" id="ref145">22</reflink>]).</p> <p>Collaboration is essential to GVTs, and there must be trust within the team for this collaboration to be successful. The findings aligned with the current literature that it is through trust that there is information sharing and collaboration. Teams with a high CQ express significant collaboration and information sharing (Mangla, 2012). Trust through collaboration is consistent with [<reflink idref="bib27" id="ref146">27</reflink>], who stated that leaders who build CQ establish high trust, collaboration, and information sharing. Additionally, trust encourages team members to share relevant information to collaborate with others, complete work tasks, and remove anxiety to benefit individuals or the team ([<reflink idref="bib18" id="ref147">18</reflink>]; [<reflink idref="bib52" id="ref148">52</reflink>]). SIT provides an understanding of how members of the GVT identify with a group and group behaviors ([<reflink idref="bib23" id="ref149">23</reflink>]). Additionally, SIT is based on a person's identity, group membership, and tasks ([<reflink idref="bib15" id="ref150">15</reflink>]). Members of GVTs identify with their leaders and imitate attitudes and behaviors ([<reflink idref="bib11" id="ref151">11</reflink>]), which is necessary for team performance ([<reflink idref="bib53" id="ref152">53</reflink>]). [<reflink idref="bib15" id="ref153">15</reflink>] stated there is an assumption that group members will have the desire to belong to a team and foster a positive self-image.</p> <hd id="AN0182608587-20">Strategies</hd> <p>Strategies for CQ emerged as a theme. Intentionality was consistent within the literature, as [<reflink idref="bib39" id="ref154">39</reflink>] noted the intentionality of teams with CQ encounter a significant increase of trust among GVT members and experience an increased identity. Employees who trust their GVT participate in the intentional processes and produce effective work behaviors ([<reflink idref="bib2" id="ref155">2</reflink>]). The participants described different strategies, from communicating freely in the group, acknowledging cultural differences, creating a comfortable workspace, providing activities that build a relationship, and getting to know each other personally by disclosing information about themselves. In addition, the results uncovered an intentional strategy to be inclusive with online meetings, and being aware of and having members know each other on a personal level. This aligns with the literature, showing that GVT leaders must continually understand ways to build trust with team members ([<reflink idref="bib47" id="ref156">47</reflink>]). The findings indicated that a strategy for building trust in their team was for the GVT leaders to listen to and understand the cross-cultural makeup of the team. These findings are aligned with the literature, concluding that employees who trust their GVT participate in the intentional processes and produce effective work behaviors ([<reflink idref="bib2" id="ref157">2</reflink>]). [<reflink idref="bib18" id="ref158">18</reflink>] stated that leaders with high CQ interact with team members effectively and adapt to different backgrounds.</p> <p>[<reflink idref="bib27" id="ref159">27</reflink>] stated that SIT provides a lens for examining CQ and trust and trusting behaviors among GVT members. [<reflink idref="bib11" id="ref160">11</reflink>] said GVT members with high-CQ leaders would identify with the group and exhibit trusting behaviors aligned with SIT. The findings support SIT because teams' identity help leaders be intentional in building trust. GVTs are able to focus and accomplish the organization's objectives instead of concentrating on group dynamics. The findings support the theory of SIT, and the findings confirm the way practitioners use intentionality to build trust within GVTs.</p> <hd id="AN0182608587-21">Recommendations and Further Research</hd> <p>Based on the findings of this study, there are recommendations for practice to include training and intentionality. Organizations must prioritize hiring leaders who can acquire new skills and be effective in a multicultural setting ([<reflink idref="bib42" id="ref161">42</reflink>]). A recommendation for practitioners is to provide a training program for new hires and existing GVT leaders to learn how to communicate in a GVT that is culturally diverse and build trust within the team. Communication within the GVT was a central theme throughout the results. The literature confirms that communication is challenging for GVTs, and leaders must have the necessary skills to communicate effectively in a multicultural setting. Another recommendation is that leaders must be intentional and share information and experiences with their teams to help them grow. Based on the results of this study, leaders must deliberately bring the team members online together, communicating through different means and promoting activities that will help them have shared experiences. These experiences will assist in creating bonds that will build trust within the team ([<reflink idref="bib49" id="ref162">49</reflink>]). This generates an emotional bond between team members, creating a connected social relationship and establishing trust within the GVT ([<reflink idref="bib49" id="ref163">49</reflink>]).</p> <p>The results of this study provide a possible direction for future research, as the understanding of CQ and its effects on GVTs is incomplete. The first recommendation is to replicate this study in a different industry. This will enable organizations to discover if these findings are unique to the financial industry or if CQ and trust in GVTs are universal. Another recommendation for future research is to focus on how CQ affects organizations' sales personnel and building trust with customers. [<reflink idref="bib6" id="ref164">6</reflink>] called for further research focusing on the role of external factors and CQ in cross-cultural selling. Finally, another recommendation for further research is to examine CQ and which dimension substantially impacts teams ([<reflink idref="bib2" id="ref165">2</reflink>]; [<reflink idref="bib46" id="ref166">46</reflink>]).</p> <hd id="AN0182608587-22">Conclusion</hd> <p>Organizations still consider CQ a soft skill for their GVT leaders ([<reflink idref="bib52" id="ref167">52</reflink>]). At times, GVT leaders must rely on their exposure to different cultural settings to effectively navigate different cultures within their GVT ([<reflink idref="bib9" id="ref168">9</reflink>]). Additionally, a lack of trust causes teams to have difficulties in communication and performance ([<reflink idref="bib8" id="ref169">8</reflink>]). From these results, practitioners may determine the best practices for using CQ in their GVTs and assist in guiding organizations to address communication and intentionality of trust-building activities among their GVTs.</p> <p>The business community is changing, and organizations must develop global strategies to remain competitive in international markets ([<reflink idref="bib5" id="ref170">5</reflink>]; [<reflink idref="bib27" id="ref171">27</reflink>]; [<reflink idref="bib32" id="ref172">32</reflink>]). The results of this study supported the literature and demonstrated that GVTs, with well-developed leaders in CQ, can create a deep, positive identity within the team. Finally, the study results indicate that CQ needs to be developed among GVTs to form trust so GVTs can meet organizational goals when conducting business globally.</p> <hd id="AN0182608587-23">Appendix A</hd> <p></p> <hd id="AN0182608587-24">Interview Protocol (Leaders)</hd> <p>The interviews will be semistructured. The checklist will permit the researcher to ensure preparedness for the interview.</p> <hd1 id="AN0182608587-25">Checklist</hd1> <hd1 id="AN0182608587-26">A. Supplies and Equipment</hd1> <p>__ Internet connection functional</p> <p>__ Recording equipment functional</p> <p>__ Interview questions printed</p> <hd1 id="AN0182608587-27">B. Forms</hd1> <p>__ Did the participant return solicitation to participate form?</p> <p>__ Did the participant review and verbalize understanding the Informed consent?</p> <p>__ Did the participant verbalize and record authorization for the interview to be recorded before the interview?</p> <hd id="AN0182608587-28">Introduction</hd> <p>The researcher will introduce himself and indicate the purpose of the study. The researcher will indicate the interview is voluntary and for any reason, participants are allowed to conclude the interview. Participants are allowed to refuse to answer any question without any consequences. The researcher will explain the interview will last between 35 and 45 minutes in length but no more than 1 hour, and participants may be able to ask any questions during the Interview.</p> <hd id="AN0182608587-29">Questions</hd> <p>The questions below represent the foundational questions that will be asked both groups of participants—GVT leaders and GVT members. Probing questions will be derived based on individual responses as deemed necessary for clarification and understanding of responses.</p> <p></p> <ulist> <item> What is your home country and what countries have you worked in or currently work in?</item> <p></p> <item> What are some of the cultural differences between team members?</item> <p></p> <item> How do you (or leader) acknowledge these cultural differences?</item> <p></p> <item> How do you (or leadership) communicate with your team members?</item> <p></p> <item> Is there trust within your team?</item> <p></p> <item> • Yes:</item> <p></p> <item> ○ Why do you think there is trust among team members?</item> <p></p> <item> • No:</item> <p></p> <item> ○ Why is there is no trust? Who is responsible for building trust among team members?</item> <p></p> <item> Who is the most trustworthy on your team? Why?</item> <p></p> <item> How do you think trust can build more within your team?</item> </ulist> <hd id="AN0182608587-30">Conclusion</hd> <p>The researcher will conclude the interview by asking if the participant has any questions and then will notify the participant once the recorder is turned off. The researcher will inform the participant they will receive a copy of the transcript via email to verify the information and make any amendments to correct data.</p> <hd id="AN0182608587-31">Appendix B</hd> <p></p> <hd id="AN0182608587-32">Interview Protocol (Members)</hd> <p>The interviews will be semistructured. The checklist will permit the researcher to ensure preparedness for the interview.</p> <hd1 id="AN0182608587-33">Checklist</hd1> <hd1 id="AN0182608587-34">A. Supplies and Equipment</hd1> <p>__ Internet connection functional</p> <p>__ Recording equipment functional</p> <p>__ Interview questions printed</p> <hd1 id="AN0182608587-35">B. Forms</hd1> <p>__ Did the participant return the solicitation to participate form?</p> <p>__ Did the participant review and verbalize understanding the Informed consent?</p> <p>__ Did the participant verbalize and record authorization for the interview to be recorded before the Interview?</p> <hd id="AN0182608587-36">Introduction</hd> <p>The researcher will introduce himself and indicate the purpose of the study. The researcher will indicate the interview is voluntary. At any time, for any reason, participants are allowed to conclude the interview, and participants are entitled to refuse to answer any question without any consequences. The researcher will explain the interview will last between 35 and 45 minutes in length but no more than 1 hour, and participants may be able to ask any questions during the interview.</p> <hd id="AN0182608587-37">Questions</hd> <p>The questions below represent the foundational questions that will be asked both groups of participants—GVT leaders and GVT members. Probing questions will be derived based on individual responses as deemed necessary for clarification and understanding of responses.</p> <p></p> <ulist> <item> What is your home country and what countries have you worked in or currently work in?</item> <p></p> <item> What are some of the cultural differences between team members?</item> <p></p> <item> How does your leader acknowledge these cultural differences?</item> <p></p> <item> How does your leader communicate with your team members?</item> <p></p> <item> Is there trust within your team?</item> <p></p> <item> • Yes:</item> <p></p> <item> ○ Why do you think there is trust among team members?</item> <p></p> <item> • No:</item> <p></p> <item> ○ Why is there is no trust? Who is responsible for building trust among team members?</item> <p></p> <item> Who is the most trustworthy on your team? Why?</item> <p></p> <item> How do you think trust can build more within your team?</item> </ulist> <hd id="AN0182608587-38">Conclusion</hd> <p>The researcher will conclude the interview by asking if the participant has any questions and then will notify the participant once the recorder is turned off. The researcher will inform the participant they will receive a copy of the transcript via email to verify the information and make any amendments to correct data.</p> <ref id="AN0182608587-39"> <title> References </title> <blist> <bibl id="bib1" idref="ref2" type="bt">1</bibl> <bibtext> Adamovic M., Gahan P., Olsen J., Gulyas A., Shallcross D., Mendoza A. (2022). Exploring the adoption of virtual work: The role of virtual work self-efficacy and virtual work climate. 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Journal of International Management, 26(1), 100654. https://doi.org/10.1016/j.intman.2018.10.004</bibtext> </blist> </ref> <ref id="AN0182608587-40"> <title> Footnotes </title> <blist> <bibtext> The author declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.</bibtext> </blist> <blist> <bibtext> The author received no financial support for the research, authorship, and/or publication of this article.</bibtext> </blist> <blist> <bibtext> John Wengel</bibtext> </blist> <blist> <bibtext>Graph https://orcid.org/0000-0002-8005-4767</bibtext> </blist> </ref> <aug> <p>By John Wengel</p> <p>Reported by Author</p> <p></p> <p>John Wengel has earned a PhD from Northcentral University in Organizational Leadership. He has a keen interest in leadership and management concerns. He has over 30 years of experience in leadership and administration positions. He has taught leadership development in a higher education environment, developed an online study program, and has served as an educational administrator. Wengel has an entrepreneurial spirit beginning a leadership consulting organization, focusing on education, coaching, and organizational consulting. He is married and has three daughters, two grandchildren, and a basset hound. In his spare time, he is an amateur winemaker and a sports enthusiast.</p> </aug> <nolink nlid="nl1" bibid="bib34" firstref="ref1"></nolink> <nolink nlid="nl2" bibid="bib39" firstref="ref3"></nolink> <nolink nlid="nl3" bibid="bib11" firstref="ref4"></nolink> <nolink nlid="nl4" bibid="bib44" firstref="ref7"></nolink> <nolink nlid="nl5" bibid="bib27" firstref="ref11"></nolink> <nolink nlid="nl6" bibid="bib43" firstref="ref12"></nolink> <nolink nlid="nl7" bibid="bib52" firstref="ref13"></nolink> <nolink nlid="nl8" bibid="bib16" firstref="ref17"></nolink> <nolink nlid="nl9" bibid="bib32" firstref="ref24"></nolink> <nolink nlid="nl10" bibid="bib53" firstref="ref31"></nolink> <nolink nlid="nl11" bibid="bib14" firstref="ref35"></nolink> <nolink nlid="nl12" bibid="bib30" firstref="ref39"></nolink> <nolink nlid="nl13" bibid="bib48" firstref="ref40"></nolink> <nolink nlid="nl14" bibid="bib33" firstref="ref42"></nolink> <nolink nlid="nl15" bibid="bib42" firstref="ref43"></nolink> <nolink nlid="nl16" bibid="bib31" firstref="ref45"></nolink> <nolink nlid="nl17" bibid="bib37" firstref="ref46"></nolink> <nolink nlid="nl18" bibid="bib40" firstref="ref47"></nolink> <nolink nlid="nl19" bibid="bib19" firstref="ref48"></nolink> <nolink nlid="nl20" bibid="bib45" firstref="ref49"></nolink> <nolink nlid="nl21" bibid="bib29" firstref="ref53"></nolink> <nolink nlid="nl22" bibid="bib36" firstref="ref54"></nolink> <nolink nlid="nl23" bibid="bib51" firstref="ref63"></nolink> <nolink nlid="nl24" bibid="bib49" firstref="ref68"></nolink> <nolink nlid="nl25" bibid="bib35" firstref="ref71"></nolink> <nolink nlid="nl26" bibid="bib20" firstref="ref75"></nolink> <nolink nlid="nl27" bibid="bib12" firstref="ref77"></nolink> <nolink nlid="nl28" bibid="bib47" firstref="ref80"></nolink> <nolink nlid="nl29" bibid="bib18" firstref="ref84"></nolink> <nolink nlid="nl30" bibid="bib26" firstref="ref87"></nolink> <nolink nlid="nl31" bibid="bib10" firstref="ref93"></nolink> <nolink nlid="nl32" bibid="bib50" firstref="ref97"></nolink> <nolink nlid="nl33" bibid="bib17" firstref="ref99"></nolink> <nolink nlid="nl34" bibid="bib13" firstref="ref100"></nolink> <nolink nlid="nl35" bibid="bib28" firstref="ref101"></nolink> <nolink nlid="nl36" bibid="bib38" firstref="ref104"></nolink> <nolink nlid="nl37" bibid="bib46" firstref="ref105"></nolink> <nolink nlid="nl38" bibid="bib25" firstref="ref107"></nolink> <nolink nlid="nl39" bibid="bib21" firstref="ref114"></nolink> <nolink nlid="nl40" bibid="bib15" firstref="ref127"></nolink> <nolink nlid="nl41" bibid="bib41" firstref="ref134"></nolink> <nolink nlid="nl42" bibid="bib24" firstref="ref138"></nolink> <nolink nlid="nl43" bibid="bib22" firstref="ref145"></nolink> <nolink nlid="nl44" bibid="bib23" firstref="ref149"></nolink>
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  Data: Cultural Intelligence and Trust in Global Virtual Teams
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  Data: <searchLink fieldCode="AR" term="%22John+Wengel%22">John Wengel</searchLink> (ORCID <externalLink term="https://orcid.org/0000-0002-8005-4767">0000-0002-8005-4767</externalLink>)
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  Data: <searchLink fieldCode="SO" term="%22Business+and+Professional+Communication+Quarterly%22"><i>Business and Professional Communication Quarterly</i></searchLink>. 2025 88(1):54-72.
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  Data: SAGE Publications. 2455 Teller Road, Thousand Oaks, CA 91320. Tel: 800-818-7243; Tel: 805-499-9774; Fax: 800-583-2665; e-mail: journals@sagepub.com; Web site: https://sagepub.com
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  Data: 19
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  Data: 2025
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  Data: Journal Articles<br />Reports - Research
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  Data: <searchLink fieldCode="DE" term="%22Cultural+Awareness%22">Cultural Awareness</searchLink><br /><searchLink fieldCode="DE" term="%22Trust+%28Psychology%29%22">Trust (Psychology)</searchLink><br /><searchLink fieldCode="DE" term="%22Group+Dynamics%22">Group Dynamics</searchLink><br /><searchLink fieldCode="DE" term="%22Teamwork%22">Teamwork</searchLink><br /><searchLink fieldCode="DE" term="%22Foreign+Countries%22">Foreign Countries</searchLink><br /><searchLink fieldCode="DE" term="%22Computer+Simulation%22">Computer Simulation</searchLink><br /><searchLink fieldCode="DE" term="%22Administrator+Characteristics%22">Administrator Characteristics</searchLink><br /><searchLink fieldCode="DE" term="%22Finance+Occupations%22">Finance Occupations</searchLink><br /><searchLink fieldCode="DE" term="%22Leadership+Styles%22">Leadership Styles</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+Culture%22">Organizational Culture</searchLink><br /><searchLink fieldCode="DE" term="%22Cultural+Pluralism%22">Cultural Pluralism</searchLink><br /><searchLink fieldCode="DE" term="%22Cultural+Differences%22">Cultural Differences</searchLink><br /><searchLink fieldCode="DE" term="%22Communication+Skills%22">Communication Skills</searchLink><br /><searchLink fieldCode="DE" term="%22Intercultural+Communication%22">Intercultural Communication</searchLink>
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  Data: 10.1177/23294906231179915
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  Data: 2329-4922<br />2329-4906
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  Data: A lack of cultural intelligence (CQ) creates a lack of trust in global virtual teams (GVTs). Study findings examine how leaders demonstrate CQ, trust in GVTs, and provide strategies for organizations. This qualitative single-case study explores how leaders of US-based GVTs in the financial industry demonstrate CQ and trust and strategies to develop trust. This study applies the social interaction theory, uncovering group identity and behaviors. Participants included GVT members and leaders having at least 1 year of experience on a GVT. The emerging themes were demonstrating CQ, demonstrating trust, and strategies to build trust.
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      – SubjectFull: Intercultural Communication
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      – TitleFull: Cultural Intelligence and Trust in Global Virtual Teams
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