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Leader openness, nationality dissimilarity, and voice in multinational management teams

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Abstract

We argue that leader-directed voice (i.e., communicating critical suggestions for change to the leader) is a relational phenomenon, and that it is affected by an inherent feature of multinational teams: members’ (dis)similarities in nationality. We tested our hypotheses in a sample of middle managers who were working in multinational teams. The results of this study show that leaders of multinational teams are more likely to profit from the local know-how of employees from underrepresented nationalities when they are open to their ideas, and when they have the same nationality. The study also shows that the effects of being open to employees’ ideas and sharing the same nationality are mediated by affective commitment and psychological safety, respectively. We discuss how, even though the current relational demography perspective with its dichotomous understanding of (dis)similarity is not suited to capture the dynamics of cultural differences, it does set the stage for future studies to examine the cultural dynamics behind an individual's experience of being different from other team members in multinational teams. We also discuss the practical implications of these findings for multinational companies.

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Notes

  1. Our sample was predominantly male (87%), and women were employed in only six of the 39 work groups. Whatever the exact reasons were for the underrepresentation of women in our sample, it reflects both the well-known “glass ceiling” effect that limits the number of women in management positions, and the fact that women often choose not to work in engineering-related business, as in the context of our study. Thus the low number of women in our sample does not create any bias in our sample, but rather reflects the reality of the research population. That being said, the obvious side effect of the low proportion of women in our study is that we are not able to meaningfully explore leadership characteristics in interactions of gender dissimilarity, which would also be implied by theory in relational demography. A related issue is whether age and tenure dissimilarity should not also be considered. While our sample would, in principle, allow for the test of their influence (and, indeed, we include these variables as controls), there is less reason to expect that they would exert a moderating influence similar to nationality dissimilarity in this context. The social categorization analysis that plays an important role in research in relational demography (Chattopadhyay, George, & Lawrence, 2004a argues and shows that the extent to which similarities and differences exert an influence is not just a matter of (dis)similarity per se, but also of the salience of the (dis)similarity (Turner et al., 1987; van Knippenberg et al., 2004). Nationality/ethnicity and gender stand out in this respect, because they are easy to perceive, and are associated with a host of stereotypes (Fiske, 1998). Age and tenure, however, are less likely to be salient, because their interval nature makes it difficult to decide where similarities end and dissimilarities start (van Knippenberg, Dawson, West, & Homan, 2011). When we tested interactions with leader characteristics for age and tenure dissimilarity, they turned out to be non-significant, whereas the results for nationality dissimilarity are virtually the same (results are available on request) – which corroborates our expectations with regard to the salience of these different demographic attributes.

  2. Consistent with relational demography theory, our conceptual analysis revolves around the role of nationality dissimilarity, and does not concern the influence of any specific national background (e.g., cultural values). However, we recognize that cultural values may affect work attitudes and behaviors such as voice (Furrer et al., 2011; Thomas & Au, 2002), and it is therefore important to check whether the current findings cannot be attributed to the fact that respondents with Dutch nationality (i.e., the largest national contingent in our sample) were more likely to be higher in similarity to their team and their leader. We therefore conducted a series of regression analyses in which we tested whether the hypothesized relationships with voice, affective commitment, and psychological safety were moderated by Dutch vs non-Dutch national background (i.e., in terms both of the composition of the team and of the composition of the leader–member dyad). None of these interactions was significant (results are available on request), leading to the conclusion that the current findings cannot be attributed to the fact that Dutch respondents were more likely than non-Dutch respondents to find themselves in a situation where they were similar to their team or their team leader.

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Acknowledgements

This research received no specific grant from any funding agency in the public, commercial, or not-for-profit sectors, but we would like to thank the participating company. An earlier manuscript of this paper has been presented at the Academy of Management Meeting, 2008, Anaheim, CA.

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  1. Kühne Logistics University, Hamburg, Germany

    Christian Tröster

  2. Erasmus University, Rotterdam, The Netherlands

    Daan van Knippenberg

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  1. Christian Tröster
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Correspondence to Christian Tröster.

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Accepted by David C. Thomas, Area Editor, 26 April 2012. This paper has been with the authors for four revisions.

Appendix A

Appendix A

Table A1

Table A1 Team nationality composition
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Tröster, C., van Knippenberg, D. Leader openness, nationality dissimilarity, and voice in multinational management teams. J Int Bus Stud 43, 591–613 (2012). https://doi.org/10.1057/jibs.2012.15

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