The concept of 'cultural intelligence' (CQ) has gained prominence in organizational psychology as a framework for understanding why some individuals adapt more effectively to cross-cultural environments. Unlike emotional intelligence, which focuses on intrapersonal and interpersonal skills within a familiar cultural context, CQ specifically addresses the capability to function and manage effectively in culturally diverse settings. Researchers have identified four distinct dimensions of CQ: metacognitive, cognitive, motivational, and behavioral. The metacognitive dimension refers to the mental processes used to acquire and understand cultural knowledge, while the cognitive dimension encompasses actual knowledge of norms, practices, and conventions in different cultures. Motivational CQ reflects an individual's intrinsic interest and confidence in adapting to other cultures, and behavioral CQ involves the ability to exhibit appropriate verbal and nonverbal actions during intercultural interactions. Studies suggest that high CQ is a better predictor of expatriate job performance than technical expertise alone, as it enables individuals to navigate ambiguous cultural cues and build trust with local counterparts. However, critics argue that current measures of CQ rely heavily on self-reporting, which may overestimate one's actual adaptive abilities. Despite this limitation, CQ remains a valuable construct for training global leaders and enhancing multicultural teamwork.