One Sample Interview.
| Description of Variable | Variable | Coding Instructions |
|---|---|---|
| Respondent no. | 1 | |
| Name or pseudonym | Ahmed AbdelMawla | |
| Gender | Male (1) | Male = 1, Female = 2, Non-binary = 3 |
| Age | 45 years (3) | 18–25 = 1, 26–40 = 2, 41–60 = 3, >61 = 4 |
| Education | University graduate (2) | High school only = 1, University graduate = 2, Master graduate = 3, PhD graduate = 4 |
| Geography | Africa (3) | Europe = 1, Asia = 2, Africa = 3, North America = 4, South America = 5, Australia = 6. |
| Country | Egypt | |
| Company sector | Services (4) | Retail = 1; Production = 2; Trade = 3; Services = 4; Others = 5 |
| Company size (turnover) | >10M = x < 50M (5) | <0.5M. euro/year as turnover = 1, 0.5 >= x < 1M. euro/year = 2, 1 <= x < 5M. euro = 3, 5 >= x < 10M. euro = 4, >10M = x < 50M = 5, >=50 m euro = 6 |
| Company size (employees' number) | 1,001+ employees (6) | 1–10/11–50/51–100/101–500/501–1,000/1,001+ employees |
| Function | TOP management (1) | TOP management = 1/Middle Management = 2/Lower management = 3 |
| Years of experience within the company | 16 years (5) | 1–3 = 1/3–5 = 2/5–10 = 3/10–15 = 4/>16 = 5 |
| Years of experience in total | 21+ years (6) | 1–3 = 1/3–5 = 2/5–10 = 3/10–15 = 4/16–20 = 5/21+ = 6 |
| Number of nationalities managed | 11–15 managed nationalities (4) | 1–3 = 1/4–5 = 2/6–10 = 3/11–15 = 4/16–20 = 5/21–50 = 6/51–100 = 7/>100 = 8 |
| Number of spoken languages | 2 languages (2) | One = 1, Two = 2, Three = 3, more than 3 = 4 |
| Number of continents in which the subject worked | 2 continents: Asia, Africa (2) | One = 1, Two = 2, Three = 3, more than 3 = 4 |
| Number of countries in which the subject worked | 8 countries (4) | One = 1, Two = 2, Three = 3, more than 3 = 4 |
| CQ | Questions | Answers |
| 1. | How do you assess the cultural intelligence of your team members? | I used to work with the cultural intelligence scale developed by Yang, but, nowadays, I use a 360′ review (developed by Gallup) that helps me assess the cultural and emotional intelligence level of all my team members. Meaning that each employee in our company is assessed by matrix colleagues, direct managers, and subordinates. |
| 2. | How do you leverage your team members' cultural intelligence? | After assessing each team member's cultural and emotional intelligence level, I allocate them the tasks and roles based on their cultural agility, experience, and expertise. |
| 3. | Is there a relationship between the cultural intelligence of your team and your result as a multicultural manager? Please detail. | Yes, if one of the cultural skills is missing within my team – I am trying to develop it; otherwise, my results as a manager – leading 14 nationalities – will be affected and non-performant. |
| 4. | What is your biggest challenge when dealing with cultural intelligence? Why? | My biggest challenge is portrayed by the business etiquette differences between Arab culture and European culture. Leading a team composed mainly of Arabic country members and dealing with European customers – forced me to learn and develop specific European business tactics and approaches. One is the pricing construct, where Europeans prefer a less negotiated option – so my first proposal is close to my target price. |
| KD | Questions | Answers |
| 5. | Are your decisions based only on data and rational thinking? | Depending on the situation – my decisions are based on data (rational thinking) or experience. If a situation is urgent and there is no data or no time for getting the data, I rely on my experience and common sense to make the best decision. I cannot lose a contract because I need two days to get the exact numbers. |
| 6. | Do emotions play any role in your decisions? | Emotions do not play any role in my professional decisions. As mentioned before, I believe in data and experience. I am performance-driven, and this is what I am developing within my team. Emotions make you soft and make you lose the big picture and the professional goals. |
| 7. | Do you consider their cultural values when interacting with people from different cultures? I consider their cultural values | When interacting with business people from different cultures, I think that this will show my business partners that I respect their origins and cultures, and this will help the professional partnership between our companies. |
| 8. | Do you consider that it is useful to have a proper balance between rational thinking, emotions, and cultural values when making decisions? | Yes, I really do, but mostly between rational thinking and cultural values. I do not think that emotions are to be involved in the business. Otherwise, the proper balance between rational thinking and cultural values smooths the decision-making process and increases the overall productivity of the teamwork. |
| ML | Questions | Answers |
| 9. | What is your leadership style with a multicultural team? Why? | My leadership style is bureaucratic and transactional, and all my employees are strictly advised to follow the established rules. This will ensure predictability and uniformity, and these are important characteristics when dealing with multicultural teams. |
| 10. | How do you create trust in your multicultural team? | I create and develop trust within the team by coaching each member. I am also insisting on the company values – as a trust generator. |
| 11. | When assigning tasks, do you consider each team member's cultural background? | I always do because every different cultural team member mostly has a different skill set that I always want to leverage to optimize results. |
| Description of Variable | Variable | Coding Instructions |
|---|---|---|
| Respondent no. | 1 | |
| Name or pseudonym | Ahmed AbdelMawla | |
| Gender | Male (1) | Male = 1, Female = 2, Non-binary = 3 |
| Age | 45 years (3) | 18–25 = 1, 26–40 = 2, 41–60 = 3, >61 = 4 |
| Education | University graduate (2) | High school only = 1, University graduate = 2, Master graduate = 3, PhD graduate = 4 |
| Geography | Africa (3) | Europe = 1, Asia = 2, Africa = 3, North America = 4, South America = 5, Australia = 6. |
| Country | Egypt | |
| Company sector | Services (4) | Retail = 1; Production = 2; Trade = 3; Services = 4; Others = 5 |
| Company size (turnover) | >10M = | <0.5M. euro/year as turnover = 1, 0.5 >= |
| Company size (employees' number) | 1,001+ employees (6) | 1–10/11–50/51–100/101–500/501–1,000/1,001+ employees |
| Function | TOP management (1) | TOP management = 1/Middle Management = 2/Lower management = 3 |
| Years of experience within the company | 16 years (5) | 1–3 = 1/3–5 = 2/5–10 = 3/10–15 = 4/>16 = 5 |
| Years of experience in total | 21+ years (6) | 1–3 = 1/3–5 = 2/5–10 = 3/10–15 = 4/16–20 = 5/21+ = 6 |
| Number of nationalities managed | 11–15 managed nationalities (4) | 1–3 = 1/4–5 = 2/6–10 = 3/11–15 = 4/16–20 = 5/21–50 = 6/51–100 = 7/>100 = 8 |
| Number of spoken languages | 2 languages (2) | One = 1, Two = 2, Three = 3, more than 3 = 4 |
| Number of continents in which the subject worked | 2 continents: Asia, Africa (2) | One = 1, Two = 2, Three = 3, more than 3 = 4 |
| Number of countries in which the subject worked | 8 countries (4) | One = 1, Two = 2, Three = 3, more than 3 = 4 |
| 1. | How do you assess the cultural intelligence of your team members? | I used to work with the cultural intelligence scale developed by Yang, but, nowadays, I use a 360′ review (developed by Gallup) that helps me assess the cultural and emotional intelligence level of all my team members. Meaning that each employee in our company is assessed by matrix colleagues, direct managers, and subordinates. |
| 2. | How do you leverage your team members' cultural intelligence? | After assessing each team member's cultural and emotional intelligence level, I allocate them the tasks and roles based on their cultural agility, experience, and expertise. |
| 3. | Is there a relationship between the cultural intelligence of your team and your result as a multicultural manager? Please detail. | Yes, if one of the cultural skills is missing within my team – I am trying to develop it; otherwise, my results as a manager – leading 14 nationalities – will be affected and non-performant. |
| 4. | What is your biggest challenge when dealing with cultural intelligence? Why? | My biggest challenge is portrayed by the business etiquette differences between Arab culture and European culture. Leading a team composed mainly of Arabic country members and dealing with European customers – forced me to learn and develop specific European business tactics and approaches. One is the pricing construct, where Europeans prefer a less negotiated option – so my first proposal is close to my target price. |
| 5. | Are your decisions based only on data and rational thinking? | Depending on the situation – my decisions are based on data (rational thinking) or experience. If a situation is urgent and there is no data or no time for getting the data, I rely on my experience and common sense to make the best decision. I cannot lose a contract because I need two days to get the exact numbers. |
| 6. | Do emotions play any role in your decisions? | Emotions do not play any role in my professional decisions. As mentioned before, I believe in data and experience. I am performance-driven, and this is what I am developing within my team. Emotions make you soft and make you lose the big picture and the professional goals. |
| 7. | Do you consider their cultural values when interacting with people from different cultures? | When interacting with business people from different cultures, I think that this will show my business partners that I respect their origins and cultures, and this will help the professional partnership between our companies. |
| 8. | Do you consider that it is useful to have a proper balance between rational thinking, emotions, and cultural values when making decisions? | Yes, I really do, but mostly between rational thinking and cultural values. I do not think that emotions are to be involved in the business. Otherwise, the proper balance between rational thinking and cultural values smooths the decision-making process and increases the overall productivity of the teamwork. |
| 9. | What is your leadership style with a multicultural team? Why? | My leadership style is bureaucratic and transactional, and all my employees are strictly advised to follow the established rules. This will ensure predictability and uniformity, and these are important characteristics when dealing with multicultural teams. |
| 10. | How do you create trust in your multicultural team? | I create and develop trust within the team by coaching each member. I am also insisting on the company values – as a trust generator. |
| 11. | When assigning tasks, do you consider each team member's cultural background? | I always do because every different cultural team member mostly has a different skill set that I always want to leverage to optimize results. |
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