Workgroup diversity

What is it about?

This study explores whether surface-level actual similarity interacts with leader-member dyadic communication agreement in predicting group member performance ratings at earlier time-periods in a workgroup’s development. Additionally, this research examines whether deep-level perceived similarity interacts with leader-member dyadic communication agreement in predicting group member performance ratings at later time-periods in a workgroup’s development. The relationship between shared cultural context and perceived and actual similarity is also investigated. Results are based on a sample of 28 group projects and 141 matching dyads who completed the study questionnaires at 5 occasions. Findings reveal that there is no interaction between workgroup relational ethnicity and workgroup relational gender with leader-member dyadic agreement at early time periods in a workgroup’s development. Therefore, hypothesis 1 is not supported. Hypothesis 2 posits that deep-level perceived similarity interacts with leader-member dyadic communication agreement in predicting group member performance ratings at later time periods in a workgroup’s development. Hypothesis 2 is supported. Results reveal that the interaction between leader-member dyadic communication agreement and perceived similarity explains 36% of the variance of perceived group members’ performance ratings. This is after accounting for the control variable and the independent variables. From a cultural standpoint, the findings in this study underscore that conversations based on the Malaysian cultural norm of ‘budi’ reflect not only a cultural basis of communication, but also that this shared cultural context leads to perceived similarity between ethnic Malay, Chinese and Indians, and also both genders in the Malaysian workplace.

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Why is it important?

Leader-member dyadic communication agreement reflects the social appropriateness and relationship quality between individuals, as well as the context of the leader-member workgroup interactions. The findings of this study underscore the premise that conversations reflect not only a cultural basis of communication, but also that shared cultural context leads to perceived similarity. This study specifically examines the role of ethnicity in Malaysia organizational workgroup (e.g., ethnic Malay, Chinese Malay, and Indian Malay) as well as gender.

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