The Impact of Individual Differences and Group Diversity on Group Interaction Climate and Satisfaction: A Test of the Effective Intercultural Workgroup Communication Theory

Oetzel, John; McDermott, Virginia M.; Torres, Annette; Sanchez, Christina

doi:10.1080/17513057.2011.640754

Cited by 19 publications

(13 citation statements)

References 32 publications

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“…Our findings contribute towards the substantial body of research on superior-subordinate relationship (i.e. Bakar et al, 2016;Oetzel, McDermott, Torres & Sanchez, 2012). Our approach in examining Malaysian employees has contributed towards greater knowledge on cultural differences in the aspect of superior-subordinate relationship.…”

Section: Theoretical Implicationsmentioning

confidence: 93%

Examining Malaysian Leader Characteristics in a Manager-Subordinate Relationship

Halim¹,

Azizan²

2017

JKMJC

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The paper discusses the findings of the first stage of data collection from a study on the characteristics of leaders in manager-subordinate relationship in Malaysian organizations. The findings are based on in-depth interviews conducted with focus groups involving Malaysian employees, which focused on employee perspectives on key qualities that leaders possess to uphold and maintain superior-subordinate relationship. The adoption of qualitative approach in this phase of data collection process is crucial in deriving leadership behaviors that are essential in the workplace. The identification of these behaviors could help us generate items for the final phase of our data collection process. The research takes into consideration the argument posed by Bass (2008), which has contended that methodological and substantive issues are likely to broaden through the combination of multiple research approaches such as qualitative interview and focus group discussion. The inclusion of eastern perspectives in a western model would bring a holistic description of a communication model. The interviews were conducted with the hope of identifying the themes of leader-characteristics which would help strengthen the relationships between a manager and his or her employees. This would facilitate further understanding of leader characteristics in superior-subordinate relationship. Eight themes emerged from the interviews. Consequently, this paper furthers theoretical contributions to the research on LMX, and expands the literature on superior-subordinate relationship in the workplace. The paper also highlights the limitations of the study for future research. Keywords: Leader characteristic, superior-subordinate relationship, leader-member agreement, leader-member differentiation, dialogue communication INTRODUCTIONAs a method of communication, dialogue plays an essential role in enhancing organizational effectiveness, transforming organizational participations and influencing relationship development among members of the organization. A research by Cogliser, Schrieshein, Scandura and Gardner (2009) has demonstrated that mutual understanding of superiorsubordinate relationships is crucial as it has relational consequences, which would eventually affect follower outcomes. Despite the encouraging findings, the model has not incorporated cultural elements, and this should be taken into consideration to understanding the relational alignment or "congruence", assessing what we value, thus, maintaining cross cultural relationships (Hofstede, 2001). Demonstrating the effect of cultural conditions is a necessary next step in augmenting our understanding on leader-member agreement and its effects on relationships.

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Section: Theoretical Implicationsmentioning

confidence: 93%

Examining Malaysian Leader Characteristics in a Manager-Subordinate Relationship

Halim¹,

Azizan²

2017

JKMJC

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“…Prior studies within the managerial psychology stream consistently suggest that the group climate serves as an essential determinant of members' satisfaction (e.g., Gil et al ). Defined as a “general tone of the group's interaction in terms of cooperation, participation, and respect” (Oetzel et al , p. 148), the group climate was demonstrated to lead to a set of task and relational outcomes within small groups, including creating and sustaining members' satisfaction. This broad finding from the small groups literature is supported by the mutual aid groups studies, revealing that the group members' perception of the groups' climate can have an important effect on their behavior and interactions (e.g., Solomon, Pistrang, and Barker ), which then impacts their satisfaction with their group.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…Therefore, a group climate that is characterized by open and respectful communication, nonjudgmental relationships, full participation among members, cooperative conflict, and consensual decision‐making (Keyton ; Oetzel ; Oetzel et al ) should be positively related to the satisfaction with the group:…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Talking Your Way into Entrepreneurial Support: An Analysis of Satisfaction Drivers in Entrepreneur Mutual Aid Groups

Sarkar¹,

Osiyevskyy

Hayes

2019

Journal of Small Business Management

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The role of organized peer networks in entrepreneurial support systems has been surprisingly neglected in the literature, despite their undisputed effectiveness in numerous areas outside the entrepreneurship realm. This study explores the efficacy of mutual aid groups for entrepreneurial support, as theoretically distinct from other group‐based mechanisms (such as peer group mentoring and many to one group mentoring). Drawing from respondent data of small, local mutual aid groups within the global entrepreneurship support organization (2,869 responses from members of 540 groups worldwide), we investigate the factors determining the entrepreneurs' satisfaction with the entrepreneur mutual aid groups. Understanding the antecedents of members' subjective satisfaction with the group serves an essential first step toward developing the models explaining the objective effectiveness of these organizations (e.g., performance, survival, and growth), in that the former is an essential, necessary condition for continuing participation in the voluntary mutual aid groups. Our analysis reveals that group climate and leadership are important drivers of group satisfaction.

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“…Research has identified a number of factors that shape people's perceptions of cultural diversity at work. Examples include group composition (Oetzel, McDermott, Torres, & Sanchez, 2012), the demands and characteristics of the specific workplace (Aries, 2004;Irizarry & Gallant, 2006), as well as the individual's own "minority status" (Al-Jenaibi, 2011; Nazione & Silk, 2011;Soni, 2000). Interpretations given to cultural diversity are an important research topic as they may have an impact on organizational functioning.…”

Section: Understanding Cultural Diversitymentioning

confidence: 99%

Intercultural Workplace Communication

Lahti¹,

Valo²

2017

Oxford Research Encyclopedia of Communication

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The workplace is a highly meaningful context for intercultural communication where persons who come from different countries, identify with different ethnic groups or speak different languages get to collaborate and develop relationships with one another. Needless to say, interpersonal communication in the workplace has always been a primary area of interest for intercultural communication research. Early scholarship focused on the preparation of U.S. military personnel, diplomats, business people, and missionaries for overseas assignments. However, the increasing pluralization of the social landscape has bolstered research endeavors. These days, the scope of intercultural workplace communication inquiry comprises everyday face-to-face and technology-mediated interactions in encounters, relationships, groups, and teams in a variety of working arrangements, and across a range of public and private sector organizations worldwide. The scholarship also draws on the organizational approaches of antidiscrimination and diversity management that emerged in the United States and have subsequently been exported to and reinterpreted in workplaces around the world. Researchers have looked into such workplace communication processes and phenomena as social categorization, stereotyping, prejudice and discrimination, conflict and its management, organizational satisfaction and identification, socialization, supportive communication, interpersonal relationship development and informal interaction, negotiation of shared workplace culture, knowledge sharing, decision-making, learning and innovation, or leadership and management. In recent years, there has been a growing interest in the ways languages are used in interactions at work.

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The Impact of Individual Differences and Group Diversity on Group Interaction Climate and Satisfaction: A Test of the Effective Intercultural Workgroup Communication Theory

Cited by 19 publications

References 32 publications

Examining Malaysian Leader Characteristics in a Manager-Subordinate Relationship

Examining Malaysian Leader Characteristics in a Manager-Subordinate Relationship

Talking Your Way into Entrepreneurial Support: An Analysis of Satisfaction Drivers in Entrepreneur Mutual Aid Groups

Intercultural Workplace Communication

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