The concept of 'cultural intelligence' (CQ) has gained prominence in organizational psychology as a framework for understanding why some individuals adapt more effectively to multicultural environments. Unlike emotional intelligence, which focuses on intrapersonal and interpersonal skills, CQ specifically targets the capability to function across diverse cultural contexts. Researchers have identified four distinct dimensions: metacognitive CQ (the conscious awareness of cultural assumptions), cognitive CQ (knowledge of norms and practices), motivational CQ (the drive to engage with other cultures), and behavioral CQ (the ability to exhibit appropriate verbal and non-verbal actions). A seminal study by Earley and Ang (2003) argued that these dimensions are not merely innate traits but can be developed through targeted training and international experience. However, recent critiques suggest that CQ measurement often relies on self-report scales, which may be subject to social desirability bias, thereby questioning the validity of cross-cultural comparisons. Despite these methodological concerns, CQ remains a valuable heuristic for organizations seeking to enhance global leadership effectiveness.