Intercultural competence (often called cultural intelligence) may be defined as specific abilities, types of behavior, and practices that allow individuals to interact effectively and meaningfully in a socio-cultural environment. The very concept of cultural competence (CQ) is a multi-component term, but when evaluating the diversity of its manifestations, intercultural sensitivity may be considered one of its main elements. The problem of the social perception of one another’s emotional states manifests itself in different contexts, and the task of interpreting them correctly is achieved by applying the provisions of CQ. As evidence of specific hypotheses and statements, the ideas of individual authors of academic works on this topic will be considered, and relevant conclusions will be given regarding the objectivity and relevance of these assumptions. Intercultural competence is an important aspect of human coexistence and contains various subtopics that address the issues of interaction in the context of cultural diversity. CQ as a Capacity Summary When considering CQ as a capacity, one can note that it contains many concepts and approaches that form an integral picture of the concept. In particular, Ang et al. (2007) test the relationships among the four main dimensions of this phenomenon and note the practical importance of applying their findings. The authors argue that by analyzing the effects of CQ, it is possible to improve the issues of social adaptation, collective decision-making, and task performance (Ang et al., 2007). Earley and Mosakowski (2016), in turn, focus on the narrower implication of cultural intelligence and consider its role in the context of management in the business sector. According to the authors’ findings, many profiles determine the characteristic abilities to use this concept in practice, and the ways of increasing personal CQ traits are described sequentially (Earley & Mosakowski, 2016). Stahl and Brannen (2013) consider even a narrower field of utilizing cultural intelligence and focus on describing this concept as a special theoretical framework for leadership work. The key findings are as follows: studying cross-cultural differences contributes to effective synergy, helps optimize managerial work, and stimulates innovative sustainable development. Critical Thinking The positions of all the authors are based on justifications, which enhances credibility. Nevertheless, for instance, the work by Stahl and Brannen (2013) deserves a closer look since the results are a consequence of subjective perception obtained during the conversation with the respondent. At the same time, this participant of the study gives numerous examples from his career, which allows talking about his practical experience. The main merit of the work by Ang et al. (2007) is a consistent proof or refutation of all proposed hypotheses through empirical analysis, which allows obtaining data from primary sources. This approach is reasonable because, in addition to CQ, the authors touch upon many variables and seek to find correlations among them (Ang et al., 2007). As a result, despite the potential limitations of such a research method due to too a narrow sample, valuable findings are obtained. Unlike the previous authors, Earley