The concept of 'cultural intelligence' (CQ) has gained traction in organizational psychology as a measure of an individual's ability to function effectively in culturally diverse settings. Unlike emotional intelligence, which focuses on interpersonal awareness, CQ encompasses four distinct dimensions: metacognitive, cognitive, motivational, and behavioral. Metacognitive CQ refers to the conscious control 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 is the capability to exhibit appropriate verbal and non-verbal actions. Research suggests that high CQ correlates with better job performance in multinational teams, yet critics argue that CQ tests often rely on self-reporting, which may not accurately predict real-world adaptability. Nonetheless, CQ training programs are increasingly integrated into corporate leadership development, emphasizing its practical relevance in a globalized economy.