Interethnic leader-member exchange in Malaysian organizations: A qualitative research

Researchers have recognised the impact of cultural differences on leader-member exchange (LMX) at work. In Malaysia, each ethnic group is bringing their own values to the workplace, exemplifying a strong cultural diversity. However, little
research had been pursued towards understanding LMX from interethnic perspective. The current research aims to provide insight on interethnic LMX in Malaysian organizations through identifying the dimensions exchanged between the dyads, their
similarities and differences with regards to their needs in LMX as well as the ‘give and take’ in the relationships. Instead of an existing LMX scale, the present research used a less-adopted interpretative method- semi structured interview. With a total of 36 interviews with participants from various industries, current research managed to provide a new insight into LMX in Malaysia from interethnic perspective. Data collected from the interviews were analyzed using thematic analysis to answer the three research questions. First, the current research found the dimensions exchanged
between interethnic leader-member dyads to be different from the existing dimensions, i.e.: Mutual Respect, Cooperation, Favour/ Renqing, Personal Friendship, Limited Personal Exchange, Appreciation towards Diversity and Perceptions. Next, the differences and similarities between different ethnic groups with regards to their needs in LMX were identified. The current research also
identified the characteristics that interethnic dyads are always persistent on and those they always give in to their partners in their relationships. The current research made some obvious implications from theoretical, methodological and practical perspectives. Its findings provided a notable theoretical extension to the extant literature on both LMX and interethnic interactions in Malaysia. In addition, the use of semi-structured interview enabled the participants to share their LMX experiences
discursively, encouraging the adoption of the method in future LMX studies. The current findings also provide some practical guidelines to leader-member dyads in Malaysia in getting along with their diverse partners.