The concept of 'cultural intelligence' (CQ) has gained prominence in cross-cultural management research. Unlike emotional intelligence, which focuses on interpersonal sensitivity within a familiar context, CQ specifically addresses the capability to function effectively across diverse cultural settings. Scholars argue that CQ comprises four distinct dimensions: metacognitive, cognitive, motivational, and behavioral. Metacognitive CQ refers to the conscious awareness of cultural assumptions during interactions, while cognitive CQ involves knowledge of norms and practices in different cultures. Motivational CQ reflects the drive to adapt, and behavioral CQ entails the ability to exhibit appropriate verbal and non-verbal actions. A recent longitudinal study of expatriate managers found that metacognitive and behavioral CQ were stronger predictors of adjustment than the other dimensions, suggesting that reflective awareness and flexible actions matter more than mere factual knowledge. However, critics caution that CQ models often overlook power imbalances and historical contexts, which can skew its applicability in post-colonial settings.