INTERNATIONAL-SURVEYING-RESEARCH-JOURNAL-ISrj-ISrJ-Vol-11-Year-2022

(MC2) if compared to the designer team. The median test result as shown in Table 4 indicated that the
metacognitive CQ of architects and engineers were significantly lower than expatriates from other professions
(p=.014) especially in MC1 (p=.047).
Another facet in CQ that showed a significant difference among the professionals was motivational CQ
(p=.014) where the designer team and cost consultant team scored lower than the median in general (p=.044)
as per Table 4. The result was similar to metacognitive CQ as the project management team scored higher in
mean rank in motivational CQ followed by the cost consultant team and the designer team. The inferential test
was carried out and found out that MOT2 (p= .044), MOT3 (P=.000), and MOT5 (p=.010) showed a significant
difference among the three groups of professional. A pairwise comparison was used to find out which pair had
different motivational CQ scores. Table 5 showed that the designer team was not confident to socialise with
locals unfamiliar to them (MOT2) and not confident that they can get accustomed to the shopping conditions
in a different culture (MOT5) compared to the project management team. The designer team was not sure that
they could deal with the stresses of adjusting to a new culture (MOT3) compared with the rest of their team
members.
Table 5. Significant Result in Pairwise Comparisons Based on Professions
Asymp. Sig. (2-tailed)
Group 1 Group 2 Group 3
Metacognitive (MC1) 0.020 - -
Metacognitive (MC2) 0.003 0.022 -
Metacognitive (MC3) 0.041
Total Metacognitive 0.009 - -
Cognitive (COG2) - - 0.036
Motivational (MOT2) 0.043 - -
Motivational (MOT3) 0.000 0.014 -
Motivational (MOT5) 0.007 - -
Total Motivational 0.011 - -
Notes: Group 1 - Design team with project management team, Group 2 = Design team with cost consultant team,
Group 3 = Project management team with cost consultant team, Cultural intelligence details refer to Appendix I
The construction industry is unique because many different disciplinary parties take part in the construction
process at different stages and multiply ways. Specialists from various organisations gathered together to
complete different subtasks on an ad hoc basis and disbanded when completed. The team members are
differentiated from their original organisations and to their professions (Ofori, 1990; Wu et al., 2017). The
temporary structure in a project caused complexity in leadership and management (Tabassi, Abdullah and
Bryde, 2018). The project management team is to integrate them and coordinate their works, and therefore
they are classified under empowering leaders because the power is shared with subordinates (Martin, 2013).
If referring to the research carried by Solomon and Steyn (2017), indicating that empowering leaders appeared
to possess better metacognitive and motivational CQ facets. Metacognitive CQ was reflected as the ability of
a leader to strategize in a cross-cultural environment, enabling them to discover interfaces of different cultures
and the belief of their own culture. However, motivational CQ assists a leader in engaging in a new different
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