One of the many changes that have been occurring in the business world for some time now is the globalization of work. This change manifests itself not only in a more culturally diverse workforce but also in companies competing in new foreign markets. The changing workforce and the global marketplace have increased the need for employees with the ability to interact with people from different cultures in order for the organization to be successful. This ability that is becoming increasingly required of employees is related to a relatively new construct: cultural intelligence (CQ). CQ is defined as the capability of a person to function in culturally diverse settings (Ang and Van Dyne, 2008). The basic theory is that CQ is positively correlated to success in cross‐cultural adaptability. Resent research has also tied CQ to stress levels when traveling internationally (Ramsey et al., 2011) and cross‐cultural negotiation outcomes (Imai and Gelfand, 2010). The research and theoretical work on CQ has been showing the value of the construct in assessing this cross‐cultural ability. Since CQ is a relatively new construct, however, the nature of CQ and its relationships with cross‐cultural outcomes has not been well studied yet.