there are three examples of leaders who justify their beliefs even when evidence is presented (the evidence contradicts their core belief systems), which can limit or undermine the opportunity for positive cross-cultural exchanges and outcomes.
Women are affected by CEOs faulty beliefs, assumptions, and biases (conscious and unconscious) that result in racism and sexism at work. A male CEO can change his thought that women cannot handle upper management positions (i.e. men are better equipped) to women in upper management can enhance the company’s performance. A CEO must recognize and acknowledge the faulty belief about women and then behave/act on it to achieve positive outcomes. How would you strive to do the same if this was your example?

Millennials affected by potential employers’ faulty beliefs, assumptions, and biases (conscious and unconscious) formulate a “bad rap” when it comes to hiring those in a younger demographic

Race: a more recent example of cognitive dissonance is someone seeing a Black Lives Matter  bumper sticker on the car in front of them and thinking “all lives matter” or “white lives matter.” This bumper sticker challenges the person’s belief system as a member of the majority identity (white), so there is a need to reduce this mental tension. What this person is doing is discrediting systemic racism and racist acts against fellow Black citizens (i.e. justifying racism).Overall, a person with cultural intelligence questions why they have certain mental responses and works through their biases, prejudices, stereotypes, and overall faulty mental models — they think about their thinking.

Writing Reflection Question Prompts (incorporate all prompts into written work)

• Based on these three examples, provide another example based on someone’s culture: race, ethnicity, nationality, gender, sexuality, socio-economic status, and the like. NOTE: cultural examples can be your own or others.
• Based on this cultural element of race, ethnicity, nationality, gender, sexuality, socio-economic status, or other you have selected, what are some faulty beliefs, values, emotions, and attitudes often associated with people representing this segment of culture? 
• Provide an example of a public leader (e.g. political, government, corporate), past or present that has relied on these faulty beliefs, values, emotions, and or attitudes of others representing this facet of culture. 
• What were the outcomes, and how did they undermine their potential to lead cross-culturally?
• The mental tension/dissonance between one’s self-concept and what is heard or observed can cause a person to feel uncomfortable, anxious, or fearful and can make that person less likely to learn and embrace the new information. As an emergent cross-cultural leader, upon feelings of cognitive dissonance that may arise in cross-cultural settings, what specific steps can you take to (1) change one or more of your attitudes, behavior, or beliefs and (2) acquire new information so you do not default to the status quo of faulty thinking?
• Please include one resource/reference that negates the status quo of faulty thinking (an example of acquiring new information). An example: An emergent leader is culturally curious about the LGBTQ+ community and wants to learn more (especially if they know that due to their cultural conditioning, they hold certain biases). A useful resource to explore this community is the human rights campaign.