The relationship between cultural intelligence and the performance of seminary management center employees

Considering that the world is becoming more and more interconnected and organizations are becoming more and more multinational and culturally diverse, it is vital and necessary that people have the knowledge and skills to effectively deal with challenges and demands. face a global community. In this regard, the present research has been carried out in order to investigate the relationship between cultural intelligence and the performance of the management center of seminaries as an institution operating at the international level.

The current research was a descriptive correlation type and the data was collected from 86 employees of the management center of seminaries using a questionnaire. In order to measure cultural intelligence, the questions of the standard questionnaire provided by Ang were used, and to measure the performance, the questions that were developed based on the review of the existing literature in the field of performance were used, and both categories of questions were provided to the professors in the form of a questionnaire It was confirmed and its reliability was obtained using SPSS software, 0.953.

The results obtained from the Spearman correlation test showed that there is a relationship between cultural intelligence and performance, dimensions of cultural intelligence (metacognitive, cognitive, motivational, behavioral) and performance. The priority of the dimensions of cultural intelligence of the management center of seminaries was obtained based on the results obtained from Friedman's test as follows: motivational cultural intelligence, behavioral cultural intelligence, metacognitive cultural intelligence, cognitive cultural intelligence.

Based on the results obtained from the average test of a statistical population, cultural intelligence, metacognitive cultural intelligence, cognitive cultural intelligence, motivational cultural intelligence, behavioral cultural intelligence and the performance of the seminary management center staff were at the optimal level.