全球化的進程模糊了地理和文化的界限，使得來自不同背景的個體在組織內外的互動變得更加頻繁和密切。這一變化突顯了具備文化智商的重要性，因為能夠理解和適應多元文化背景的主管更能促進有效溝通和合作。文化智商不僅包括對不同文化規範和價值觀的認識，還涉及在交流中能夠正確解讀對方的行為中的意義避免誤解。 本研究旨在探討主管的文化智商如何影響員工的信任和對主管的認同，並且探討參與式領導是否在其中起到調節作用。隨著台灣企業中跨文化互動的增加，文化智商的發展對於提升組織效能變得更加重要。文化智商可以幫助主管更好地理解和尊重來自不同背景的員工，從而增強員工對主管的信任和認同。 研究採用了結構式問卷調查法，共獲得303份有效問卷。研究結果顯示，主管的後設認知、認知和動機文化智商均對主管認同具有正向影響，且員工的情感信任在文化智商與主管認同之間具有中介效果。員工的認知信任在主管的認知和動機文化智商與主管認同之間也具有中介效果。然而，參與式領導在文化智商與員工信任之間不具調節效果。 ;equent and closer interactions between individuals from diverse backgrounds, both within and outside organizations. This shift highlights the importance of cultural intelligence (CQ), as leaders who can understand and adapt to multicultural contexts are better equipped to promote effective communication and collaboration. CQ involves not only recognizing different cultural norms and values but also accurately interpreting the underlying meanings of behaviors during interactions to avoid misunderstandings. This study aims to explore how supervisors′ cultural intelligence influences employees′ trust and identification with their supervisors and examines whether participative leadership plays a moderating role in these relationships. With the increasing frequency of cross-cultural interactions in Taiwanese enterprises, the development of cultural intelligence has become critical for improving organizational effectiveness. CQ enables supervisors to better understand and respect employees from various cultural backgrounds, thereby enhancing employees′ trust in and identification with their supervisors. A structured questionnaire survey was conducted, resulting in 303 valid responses. The findings indicate that supervisors′ metacognitive, cognitive, and motivational CQ positively impact employees′ identification with their supervisors. Additionally, employees′ affect-based trust mediates the relationship between CQ and supervisor identification, while cognition-based trust mediates the relationship between supervisors′ cognitive and motivational CQ and supervisor identification. However, participative leadership does not moderate the relationship between cultural intelligence and employees′ trust in their supervisors.
