The Influence of Proactive Personality, Cultural Intelligence and Global Mindset on Individual’s Resilience Behavior

Abstract

The World Economic Forum highlighted the global perspective in the aftermath of COVID-19 pandemic and fast transforming face of artificial intelligence (Whiting, 2020). The emerging top skills among future employees highlight social influence, leadership, self-management, resilience, flexibility and working with people (Whiting, 2020). Hagell and Wooll (2019) further reinforce the need to develop employee skills and capabilities, despite the changing demands on skills in the global landscape. This is a facilitator towards attainment of long term sustained competitive advantage and effective utilization of a dynamic talent pool in the new age. Given this background, individual level constructs that facilitate the favorable development of above organizational level skills and capabilities among employees are considered desirable by organizations. The Job Demands-Resources theory provides a strong theoretical foundation to examine some of these variables and their interactions. This study therefore is timely research into the connections between some of these relevant constructs that include proactive personality defined as a consistent tendency to effect environmental change through self-initiated, future-oriented actions (Bateman and Crant, 1993), cultural intelligence that refers to the ability to perform effectively in diverse cultural settings (Van Dyne et al., 2012), global mindset that is the appreciation and comprehension of diverse cultural dynamics, along with the ability to interpret and navigate interactions between global and local contexts (Levy et al., 2007), and resilience behavior that reflects an individual's ability to recover from adversity with greater strength and resourcefulness (Walsh, 2015).

Keywords Individual global mindset, Cultural intelligence , Cultural intelligence, Resilience behavior, Proactive personality