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Group 5 (Chapter 7)

The document discusses dyadic relationships between leaders and followers. It defines a dyadic leader relationship as the relationship between a leader and each individual follower in a work unit. Dyadic theory explains why leaders vary their behavior with different followers, forming either an "in-group" of followers they have close relationships with or an "out-group" of more distant relationships. Vertical dyad linkage theory specifically predicts that leaders form these two groups, with in-groups receiving more benefits. Effective leadership aims to establish relationships with all followers rather than just a select few.

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81 views52 pages

Group 5 (Chapter 7)

The document discusses dyadic relationships between leaders and followers. It defines a dyadic leader relationship as the relationship between a leader and each individual follower in a work unit. Dyadic theory explains why leaders vary their behavior with different followers, forming either an "in-group" of followers they have close relationships with or an "out-group" of more distant relationships. Vertical dyad linkage theory specifically predicts that leaders form these two groups, with in-groups receiving more benefits. Effective leadership aims to establish relationships with all followers rather than just a select few.

Uploaded by

Ntahpepe La
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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TOPIC 7

DYADIC
RELATIONSHIPS,
FOLLOWERSHIP, AND
Shanti A/L Thermalingam
DELEGATION

(MPP141391)
Vignes A/L Ramanaido
(MPP141149)
Vilashni A/P Krishnan
(MPP141330)
Kavitha A/P Mogan (MPP151006)

What is a
Dyadic Leader
Relationship?
The relationship
between a leader and
each follower in a work
unit.

Dyadic Leader
Relationship
Consider how and why a
leaders behaviour may vary
across individuals ( as
followers)
Both parties have
considerable influence on
how their relationship
gradually forms.

Purpose of Dyadic
Theory

Explains why leaders vary


their behavior with
different followers.

DYADIC APPROACH
(STAGES OF DEVELOPMENT)

DYADIC THEORY TRENDS

VERTICAL DYAD LINKAGE (VDL) THEORY


ATTEMPTS TO UNDERSTAND HOW LEADERS CREATE IN-GROUPS AND OUT-GROUPS

In- Group

es
t
a
n
i
d
r
o
b
Su
g
with stron
to
s
e
i
t
l
a
i
c
so
. O
r
e
d
a
e
l
r
i
ut- Grou
the
p
d
e
t
n
e
i
r
o
Peoplestyle. Subordin
ates
with lit
tle or n
o
social t
ies to
their le
ader
Stric
tly task
oriente
d

Vertical Dyad Linkage (VDL)


Theory
This theory predict that a leader may
form two groups;
In- group ( with high quality of
relationship)
Out-group (with low quality of
relationship)

CHARACTERISTICS OF IN-GROUPS

CHARACTERISTICS OF OUTGROUPS

Why should a leader


bother to
try to establish effective
dyadic
relationship with Out
Groups?

DYADIC THEORY TEAM BUILDING


Effective leader should;
Aspire to establish relationships with all
members, not just a few
Focus on out-groups

In group Out-group
As a result of this
categorization, in-group
members may have
better chance for
success, and the out
group members may
fail

LEADER-MEMBER EXCHANGE
THEORY
(LMX)

Define: The quality of the exchange relationship


between an employee and his or her supervisor

HOW DOES THE DEVELOPMENT


OF RELATIONSHIPS IN A LEADER
MEMBER EXCHANGE DYAD
OCCURS?

DESKRIPTIF

PRESKRIPSI

Stage 1

Leader & follower


conduct themselves as
strangers
Stage 2

Leader & follower


become acquainted
Stage 3

Roles reach
maturity

Stage 1

Leader &
follower conduct
themselves as
strangers

Stage 2

Leader &
follower become
acquainted

Stage 3

Roles reach
maturity

SOCIAL EXCHANGE BETWEEN LEADERS AND


MEMBERS

Stage 1

Stage 2

Role Making
Stage 3

Routinization

Stage 1

Stage 2

Stage 3

Routinization

LEADER-MEMBER
EXCHANGES
Leaders develop relationships

with each member of work


group
High quality relationship
member is part of in-group
more responsibility, higher
satisfaction
Low quality relationship
member is part of outgroup
less responsibility, lower

In-Group

more information, influence, confidence & concern


from Leader

more dependable, highly involved & communicative


than out-group

Out-Group

less compatible with Leader

usually just come to work, do their job & go home

CAN LEAD

LATER STUDIES (GRAEN & UHL-BIEN, 1995)


Researchers found that high-quality leader-member
exchanges resulted in:

Less employee turnover


More positive performance evaluations
Higher frequency of promotions
Greater organizational commitment
More desirable work assignments
Better job attitudes
More attention and support from the leader
Greater participation
Faster career progress

The Pygmalion Effect:

Every manager has expectations of the


people that report to them.
Managers communicate those
expectations consciously or
unconsciously.
Subordinates pick up on these
expectations from their manager.
Subordinates perform in ways that are
consistent with the expectations.

Stated simply, your expectations of


the people that report to you
dictates how you treat them and
ultimately, how they perform.

If you truly and sincerely believe an


employee is going to be a superstar,
they will be! Because that is the way
youll treat them.

But on the other hand, if you truly


and sincerely believe they will be a

ALL managers practice the


Pygmalion Effect.

Successful managers understand the


effect, and channel it in a positive
way. The key is what you expect
and believe an employee is capable
of.

Pygmalion is a very well known,


highly documented and proven
management technique that gets

FAVORABLE LMX RELATIONSHIP


IS MORE LIKELY TO EXIST IF:

The subordinate is perceived to


be competent & dependable
If the followers attitudes are
similar to the leaders
A little self promotion never hurts
Effort to appear competent and
dependable

FOLLOWERSHIP & FOLLOWER


Followership refers to the behavior of followers
that results from the leaderfollower influence
relationship.
Follower refers to a person being influenced by a
leader
There are no leaders without followers
Many characteristics of good leadership are found in
highly effective followers

FACTOR DETERMINE
FOLLOWER INFLUENCE

POWER
POSITION
Leaders need
to realize that they are no
longer the sole possessors of
power and influence in their work
units
Some followers may have personal,
referent, expert, information, and
connection-based sources of power
that can be used to boost upward
influence
more and more employees come to rely
on a particular follower for information,
expertise, or simply because of his or
her personality, the followers relative
power position increases.

LOCUS OF CONTROL
Followers with an internal locus of control prefer
a work environment that facilitates
- communication with leaders
- participation in decision making
- opportunities to be creative
Followers with an internal locus of control
preferred a participative style of leadership.
followers with an external locus of control
preferred a directive style of leadership
Followers with an internal locus of control are
likely to be more influential with other followers
than those with external locus of control.

EDUCATION AND EXPERIENCE


Followers with valuable skills and
experience may be able to use their expert
power to influence other followers and
even the leader.
follower with less education and
experience need more guidance, coaching
and feedback
Todays workers most of them followers are
far more educated, mobile, diverse, and
younger than the workforce of 20 years
ago.

Simple Steps in becoming a Great


Leader
Teach! Share your Knowledge
Be POSITIVE attitude is EVERYTHING!
Get to know your people show a personal
interest in them.
Be a Role Model set the example
Honesty & integrity = loyalty & respect
Show them you CARE about their Career
take ownership!
Be connected to the pulse of your people
and your business.
Be flexible adapt / adjust your leadership
style
PRAISE and RECOGNIZE at every opportunity.
Be a Pygmalion Manager believe in your

WHAT IS THE PURPOSE OF


FEEDBACK TO FOLLOWERS
Improved performance by correcting
deficiencies
Follower career development
Must be done so that the leaderfollower relationship is preserved

STYLES OF FOLLOWERSHIP
Alienated followers:
Are low involvement
Able to think critically but unwilling to participate in
developing solution to problem
Feel cheated or unappreciated
Conformist followers:
Not active in critical, independent thinking but are
active participants
Carry out all order without considering the
consequences
The YES people of the organization- avoid conflict

Passive followers:
Not active in either critical, independent
thinking or participation
Leader is expected to do all the thinking
Require constant supervision
Never do more than jobs call for
Effective followers:
Are critical, independent thinkers and active in
the group
Committed, innovative, creative, hard working
Take risks and do not avoid conflict
Best interest of the organization

Pragmatic followers:
A mixture of the other four styles
Change as the situation changes
Know how to work the system
Often seen as political

HOW TO BE AN EFFECTIVE
FOLLOWER
Offer support
Take initiative
Raise issues & concerns
Seek honest feedback
Clarify your role & expectations
Show appreciation
Keep the leader informed
Coach & counsel the leader
Resist influencing the leader
inappropriately

FOLLOWERS AS DELEGATES
Delegation
The process of
assigning to a
subordinate the
responsibility and
authority for
accomplishing
objectives

Delegates
Increase productivity

Have more time for


higher-priority tasks

Train & develop


subordinates
Reduce manager
stress

Solving
Employees
Problems

Tasks with
Developmen
tal
Potential
49

Paperwork
Routine
Tasks

What
What To
To
Delegate
Delegate
Technical
Matters

HOW TO DELEGATE
Establish
control
checkpoi
nt

Hold
employee
s
accounta
ble

Develo
pa
plan

Explain
the
need &
why the
employ
ee has
been
selected

Set
objectiv
es to
include
deadline
& level
of
authorit
y

Comm
it it all
to
writin
g

True leaders dont make followers,


They make more leaders.
-Tom Peters
Leaders think and talk about the
solution,
Follower think and talk about the
problem
- Brain Tracy
To lead people, walk behind them.
- Lao Tzu

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