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Demographically similar individuals often believe they are similar, in spite of the differences in values, beliefs and expectations. However, dissimilar dyads experience will encounter more interpersonal difficulties due to misunderstandings, misperceptions and conflicts of interest. The purpose of this paper is to investigate the impact of leadership expectation gap on LMX quality and the moderating role of ethnic and nationality dissimilarity between manager and their superior on the relationship between leadership expectation gap and LMX quality.

This study adopted a quantitative research design. A purposive sampling survey of 137 lower-to middle-level managers working under the supervision of Malaysian and Japanese superiors in Japanese multi-national corporations was conducted to test the hypotheses of this study.

The study found the following: leadership expectation gap has a significant and negative effect on LMX quality; and ethnic dissimilarity and nationality dissimilarity moderates the relationship between leadership expectation gap and LMX quality.

There is a need for a comprehensive training programme for both leaders and followers, towards developing their interpersonal skills on how to work better and more effectively in the workplace. Furthermore, prior to the start of the expatriate assignment, organisations can help expatriate superiors to adapt themselves by providing pre-departure and cross-cultural training.

This paper addresses an important and not so well researched issue. It analyses the moderation effect of ethnic and nationality dissimilarity between manager and their superior on the relationship between leadership expectation gap on LMX quality in the Malaysian context.

At the end of the session, learners are expected to be able to evaluate the detrimental impact of stress on blue-collar workers’ well-being in Attainer Engineering Sdn Bhd; develop effective strategies to improve stressful conditions experienced by blue-collar workers in Attainer Engineering Sdn Bhd; analyse and select appropriate approaches that can help maintain the motivation levels of blue-collar workers in Attainer Engineering Sdn Bhd; analyse the impact of Attainer Engineering Sdn Bhd’s extensive investment in training new blue-collar workers, alongside the subsequent high turnover rate, on the decline in sales and profit; identify the critical changes that the managing director should have implemented to prioritize employee retention among blue-collar workers at Attainer Engineering Sdn Bhd; discuss the strategic implementation of mechanization, specifically in the context of automating repetitive processes, as an innovative solution to address the challenges faced by the ship repair and maintenance service industry heavily reliant on blue-collar workers in emerging markets; cultivate thoughtful debates on ways to keep blue-collar workers in the shipping repair and maintenance industry, as well as active learner participation and group interaction; develop learners’ analytical and critical thinking skills by guiding them through the analysis of a real-world case study in the shipping repair and maintenance industry, concentrating on the difficulties and potential solutions for blue-collar worker retention; and equip learners with practical knowledge and insights on implementing effective human resources strategies for retaining blue-collar workers in the shipping repair and maintenance industry, emphasizing the conversion of theoretical concepts into workable solutions.

This teaching case study centres on Attainer Engineering Sdn Bhd, a Malaysian conglomerate that bestows ship repair and maintenance services. Regrettably, the corporation has been subjected to a decrease in profitability and productivity owing to its high turnover rate of blue-collar workers. The ship repair and maintenance service industry is accountable for delivering comprehensive repair and maintenance services to ships, including their engines, hulls, machinery and other related components. The fundamental aim of this case study is to ascertain the rudimentary factors that contribute to this issue and foster effective strategies to enhance the motivation and retention rate of blue-collar workers in the ship repair and maintenance service corporation, using appropriate management theories, models and concepts. The case study brings to light the importance of discovering the most suitable approaches to retain blue-collar workers in the corporation to improve its profitability and productivity in a highly competitive market. This teaching case study will be beneficial for students and practitioners who want to grasp the disputes associated with retaining blue-collar workers in the ship repair and maintenance service industry and learn how to apply management theories, models and concepts to address these disputes effectively.

This case discussion would be highly suitable for undergraduate and postgraduate university students who are pursuing their studies in management or related fields and are eager to delve into the nuances of the ship repair and maintenance service industry. Furthermore, trainers from both private and public agencies who are keen on gaining a deeper understanding of the issues pertaining to retaining blue-collar workers in this particular industry and devising result-oriented strategies to tackle these concerns would also find this case discussion immensely helpful.

Teaching notes are available for educators only.

CSS 6: Human resource management.

Based on the trait activation theory and social exchange theory, this study proposed a model of the impact of Machiavellian personality on organisational cynicism (OC) through the mediating effect of psychological contract breach (PCB) and the moderating role of leader-member exchange (LMX) quality in PCB and OC.

A three-time points survey involving 264 employees from China’s hotel industry was conducted using quantitative methods. Subsequently, a structural equation model was constructed.

The results revealed that Machiavellianism positively affects OC, and PCB plays a mediating role in this process. In addition, LMX quality can buffer the effect of the PCB on OC.

The study’s findings provide another insight into the relationship between Machiavellianism, PCB and OC. Managers must pay attention to the control of PCB and the establishment of LMX quality.

The study significantly contributes to hotel literature, as the Machiavellian personality subject has not been adequately investigated in the field to date.

This paper aims to examine implicit leadership theory (ILT) among Malaysian managers and the impact of the gap between the ILT and actual leader behavior on leader‐member exchange (LMX) quality.

A survey of 137 Malaysian managers working under the supervision of Malaysian and Japanese superiors in five Japanese multi‐national corporations (MNCs) in Malaysia was conducted to test the hypotheses of this study.

The results reveal that there is a distinct Malaysian ILT. It also found that there are differences in the ILT of different ethnic groups in Malaysia. Contrary to expectations, there is no significant difference in the leadership expectation gap among managers reporting to superiors from the same background compared to superiors from a different nationality and ethnic background. Duration of managers' relationship with their superior have a moderating effect on the relationship between leadership expectation gap and LMX quality.

The findings of this study can serve practitioners in organizational and leadership development by contributing to the awareness that ILT affects the quality of a leader's exchange within his or her followers.

This paper contributes to the literature by providing a first insight on ILT in the Malaysian context, particularly on the variation across the main ethnic groups in the country.