CLCI scientists integrate research from multiple disciplines (including sociology, psychology, neuroscience, and management) to advance the science and practice of culturally intelligent leadership.

Aligned with the spirit of Lave and Wenger’s situated learning theory, culturally intelligent leadership emphasizes ‘in-situ’ leadership behaviors – behaviors that enable leaders to succeed in their specific work environment.

As scientist-practitioners, we combine theories and creative research methodologies to generate new theories and solve leadership challenges in the VUCA environment. Specifically, we

1. Model culturally intelligent leadership in dynamic environments.
2. Create and validate leadership psychometric instruments.
   
3. Design and implement evidence-based long-linked leadership interventions.  

We impact organizations through sustained inquiry to strengthen their leadership strategy, policy, and implementation. Our key partners include the Singapore Armed Forces (SAF), the Singapore Public Service (overseeing 145,000 employees in more than 100 government agencies), the International Association of Air Transportation (IATA), the International Organization for Standardization (ISO), and others.

Within the Nanyang Business School, we design and implement evidence-based Assurance of Learning (AOL). We create learning outcomes, design learning interventions, and track learning and leadership metrics of our students across all programs. Our methodology and innovations won the commendations of both AACSB and EQUIS accreditation bodies and are adopted by other colleges in NTU.

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The AOL function is well integrated with the academic programs. AOL has been extended across the portfolio of programs with at a minimum two iterations for each program.  We note the rigor of the AOL rubrics approach and the fact that it has been adopted as a university wide tool.  This is a testament to the quality and robustness of the approach and the serious manner in which it the business school engages with the AOL process.

AACSB Peer Review Team 2020

Selected Publications (Leadership Science)

Books

Ng, K. Y., Tan, M. L., Koh, B. S., Ang, S., & SAF Centre for Leadership Development. (2015). Leadership Insights + Tips for the Singapore Armed Forces (The COLONEL Series). Nanyang Technological University: Center for Leadership + Cultural Intelligence. (19 books)

Ng, K. Y., Tan, M. L., Koh, B. S., Ang, S., & SAF Centre for Leadership Development. (2015). Leadership Insights + Tips for the Singapore Armed Forces (The COMMANDING OFFICER Series). Nanyang Technological University: Center for Leadership + Cultural Intelligence. (18 books)

Ng, K. Y., Tan, M. L., Koh, B. S., Ang, S., & SAF Centre for Leadership Development. (2015). Leadership Insights + Tips for the Singapore Armed Forces (The MAJOR Series). Nanyang Technological University: Center for Leadership + Cultural Intelligence. (20 books)

Ng, K. Y., Tan, M. L., Koh, B. S., Ang, S., & SAF Centre for Leadership Development. (2015). Leadership Insights + Tips for the Singapore Armed Forces (The CAPTAIN Series). Nanyang Technological University: Center for Leadership + Cultural Intelligence. (22 books)

Ng, K. Y., Tan, M. L., Koh, B. S., Ang, S., & SAF Centre for Leadership Development. (2015). Leadership Insights + Tips for the Singapore Armed Forces (The WARRANT OFFICER Series). Nanyang Technological University: Center for Leadership + Cultural Intelligence. (17 books)

Articles & Chapters

Ang, S., Rockstuhl, T., & Erez, M. (2024). Global identity and cultural intelligence: Complementarity in global leadership. In M. Gelfand & M. Erez (Eds.), The Oxford Handbook of Culture and Organizations (pp. 667-689). Oxford University Press.

Deneen, C. & Hoo, H.T. (2023).  Connecting teacher and student assessment literacy with self-evaluation and peer feedback. Assessment & Evaluation in Higher Education, 48(2), 214-226. 

Lim, G. J. H., Pitesa, M., & Vadera, A. K. (2023). Cheating constraint decisions and discrimination against workers with lower financial standing. Organizational Behavior and Human Decision Processes. 

Chua, R. Y. J., Lim, J. H., & Wiruchnipawan, W. (2022). Unlocking the creativity potential of dialectical thinking: Field investigations of the comparative effects of transformational and transactional leadership styles. Journal of Creative Behavior, 56, 258-273.

Hoo, H.T., Deneen, C., & Boud, D. (2022). Developing student feedback literacy through self and peer assessment interventions. Assessment and Evaluation in Higher Education, 47(3), 444-457.

Ang. S., Rockstuhl, T., & Christopoulos, G. (2021). Cultural Intelligence and Leadership Judgment & Decision Making: Ethnology and Capabilities. In D.C. Kayes & A. B. Kayes (Eds.). Judgment and Leadership: A multidisciplinary approach to concepts, practice, and development. Edward Elgar Publishing.

Newman, M., Kwan, I., Schucan Bird, K., Hoo, H.T. (2021). The impact of Feedback on student attainment: A systematic review. London: Education Endowment Foundation.

Deneen, C. & Hoo, H.T. (2021).  Connecting teacher and student assessment literacy with self-evaluation and peer feedback. Assessment and Evaluation in Higher Education, 1-13.

Hoo, H. T., Tan, K., & Deneen, C. (2020).  Negotiation of self- and peer evaluation on teamwork competencies with reflective journaling in higher education.  Assessment and Evaluation in Higher Education, 45(3), 431-446.

Hoo, H. T., & Hughes, G. (2017). Use of Learning Gain Measurements to Compare Teacher-  Centric and Student-Centric Feedback in Higher Education. In Ipsative Assessment and Personal Learning Gain, 173-195. UK: Palgrave Macmillan.

Zhang, Z. X., Chen, Y. R., & Ang, S. (2014). Business leadership in the Chinese context: Trends, findings, and implications. Management and Organization Review, 10(2), 199-221.

Rockstuhl, T., Dulebohn, J. H., Ang, S., & Shore, L. M. (2012). Leader–member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries. Journal of Applied Psychology, 97(6), 1097-1130.

Ng, K. Y., Koh, C., Ang, S., Kennedy, J. C., & Chan, K. Y. (2011). Rating leniency and halo in multisource feedback ratings: Testing cultural assumptions of power distance and individualism-collectivism. Journal of Applied Psychology, 96(5), 1033-1044.

Rockstuhl, T., Seiler, S., Ang, S., Van Dyne, L., & Annen, H. (2011). Beyond general intelligence (IQ) and emotional intelligence (EQ): The role of cultural intelligence (CQ) on cross‐border leadership effectiveness in a globalized world. Journal of Social Issues, 67(4), 825-840.

Ng, K. Y., Van Dyne, L., & Ang, S. (2009). Developing global leaders: The role of international experience and cultural intelligence. Advances in Global Leadership, 5, 225–250.

Ng, K. Y., Ang, S., & Chan, K. Y. (2008). Personality and leader effectiveness: A moderated mediation model of leadership self-efficacy, job demands, and job autonomy. Journal of Applied Psychology, 93(4), 733–743.

Van Dyne, L., & Ang, S. (2006). Getting more than you expect: Global leader initiative to span structural holes and reputational effectiveness.  Advances in Global Leadership, 4, 101–122.

Parks, J. M., Conlon, D. E., Ang, S., & Bontempo, R. (1999). The manager giveth, the manager taketh away: Variation in distribution/recovery rules due to resource type and cultural orientation. Journal of Management, 25(5), 723-757.