Cultural Intelligence and Trust in Global Virtual Teams

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.