1 chapter 7 dyadic relationships, followership, and delegation lussier, r. and achau, c. (2007):...
TRANSCRIPT
1
Chapter 7Chapter 7
Dyadic Relationships,Dyadic Relationships,Followership, and Followership, and
DelegationDelegation
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
2
Summary of Lecture 13 &14
Differences between behavioral and contingency leadershiptheories.
Contingency leadership variables and styles.
Leadership models:
Prescriptive and Descriptive leadership models
Leadership continuum model
House Path-goal leadership model
Substitutes for leadership variables
The Normative Decision Model
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
3
Learning Objectives
4 Stages of development / dyadic approach.
Vertical linkage model relationships.
Team building view / dyadic approach.
Systems and networks view / dyadic approach.
Cycle leading to Pygmalion effect.
3 Follower influencing characteristics.
5 Things a leader should delegate.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
4
The personalized and individualized relationship between a leader and each
follower in a work unit
DyadicDyadic
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
5
Explains why leaders vary their behavior with different followers.
If ask follower about leader they will represent different opinion
Central theme: Support for self worth
Dyadic TheoryDyadic Theory
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
6
Dyadic Theory TrendsDyadic Theory Trends
Size expands from 1-on-1 to a network between leader and followers, over time
Quality of each dyad affects performance
Quality of expanded relationships enhances organizational performance
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
7
Individualized leader-subordinateinteractions creating in-groups and
out-groups.
Focus is on quality of each dyad (Quality of relationship)
and its effects on organizationaloutcomes over time.
Leaderships can aspire to build positive relationships with all
subordinates, not just chosen few.
Create positive dyadic relationships across traditional boundaries
to include a larger network.
Vertical Dyadic Linkage Theory
Leader-Member Exchange (LMX)
Team Building
Systems and Networks
Dyadic Approach: Dyadic Approach: Stages of DevelopmentStages of Development
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
8
Vertical Dyadic Linkage (VDL) Theory)
Leader treats all followers in same way (ALS)
Leader treats different follower differently (VDL)
VDL focus on identification of how leader develop one to one relationship with followers and how it creates in groups and out groups
Dyad relationship may develop at informal level or formal levelThe selective relationship may lead to in group and out groups
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
9
• In-groupIn-group ... ... those subordinates with strong social ties to their leader in a people-oriented style.
• Out-groupOut-group...those subordinates with little or no social ties to their leader, strictly task-oriented relationship and top down influence.
Vertical Dyad Linkage (VDL) TheoryVertical Dyad Linkage (VDL) TheoryAttempts to understand how leaders create in-Attempts to understand how leaders create in-
groups and out-groupsgroups and out-groups
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
10
In GroupsIn Groups
Close circle of leaderPeople-oriented relationshipHigh mutual trustHigh exchangeTwo-way loyaltyMutual influenceSpecial favors from leaderHigh attention, support, guidance and feedback from leader
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
11
In GroupsIn Groups
Followers in return perform their task with commitment
Give higher performance
Highly motivated
Leader use expert, referent and reward power to influence
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
12
Out GroupsOut Groups
Distant group
Task-oriented relationship
Low exchange
Lack of trust
Not much loyalty
Little or no mutual influence
Expect to follow command and comply with work standards (managed based on employment contract)
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
13
LMX TheoryLMX Theory
Assumption of LMX theory
Leaders or supervisors have limited time, resources, attention, discretion and energy so he use this selectively among followers
Leaders have different quality relationship with different followers
High quality LMX (more support, reward power, inovlement in decision making)
Low quality LMX (low consideration, formal supervision, less support, coercive influence, compliance, authoritative behavior, lesser involvement in decision
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
14
LMX TheoryLMX Theory
LXM is defines as the quality of the exchange relationship between an employee and his or her boss
Quality of leader-follower relationship is more predictive of individual and organizational productivity then trait and behavior of leader
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
15
Why should a leader bother to try to Why should a leader bother to try to establish effective dyadic relationship establish effective dyadic relationship
with Out Groups?with Out Groups?
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
16
Dyadic TheoryDyadic TheoryTeam BuildingTeam Building
Effective leaders should aspire to establish relationships with all members, not just a few special individuals.
Out Groups are significantly less productive.
In-group and out-group have strong social ties and share information with each other
Out group circle feel biasLussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
17
How do How do DyadicDyadic Leader-Follower Leader-Follower Relationships Develop over Time?Relationships Develop over Time?
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
18
LMX Life Cycle ModelLMX Life Cycle Model
Stage 1: Leader & follower conduct themselves as strangers
- Testing acceptable behavior- Negotiating the relationships- Involves: » Impression Management» Ingratiation
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
19
Impressions ManagementImpressions Management
A follower’s effort to project a favorable image in order to gain an immediate benefit or improve long-term relationships with the leaderA leader’s attempt to project a sense to the followers that he/she is confident and competent
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
20
IngratiationIngratiation
The follower’s effort to appear supportive, appreciative, and respectfulThe leader’s effort to appear as one of the “good guys” to work for
What is Stage 2 (LMX Life Cycle)
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
21
LMX Life Cycle ModelLMX Life Cycle Model
Stage 2: Leader & follower become acquaintedFurther refine their rolesMutual trust, loyalty, & respect developRelationships that do not move beyond Stage 1 tend to deteriorate
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
22
LMX Life Cycle ModelLMX Life Cycle Model
Stage 3: Roles reach maturityMutual commitment to organization
In-group / Out-group level
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
23
The influence of LMX on follower behaviorThe influence of LMX on follower behavior
If leader and follower possess similar attributes and perception it create positive impact of relationship and productivity
High quality LMX relationship results in more satisfied human resources, low turn over, high performance and promote healthy work environment
LMX relationship bridge gap between individual values and organizational value
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
24
Dyadic ApproachDyadic ApproachSystems & Network ViewSystems & Network View
Leader relationships are not limited to employees, but include peers, customers,
suppliers, and other relevant stakeholders in the broader community.
Organization is system of interrelated parts. Effective leader need to develop effective relationship with other groups and external members to gain support and resources
Leader need to bring group members together through creation of networks so they reflect together and represent each other with in department and before other departments
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
25
What are the characteristics of High What are the characteristics of High Quality LMX Relationships?Quality LMX Relationships?
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
26
High Quality LMX RelationshipsHigh Quality LMX Relationships
Characterized by greater levels of loyalty, commitment, respect, affection, mutual trust, and possibly mutual liking between leaders and members
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
27
LMX ScaleLMX Scale
Attempts to understand the quality of each dyadic relationship & its effects on organizational outcomes over timeIs the most commonly used instrument for defining and measuring the quality of relationships
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
28
What must exist for high quality LMX to What must exist for high quality LMX to develop?develop?
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
29
Followers’ attitudes
Situational factors
Leader and follower perceptions and behaviors
High-Quality LMX RelationshipsHigh-Quality LMX Relationships
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
30
When is a favorable LMX relationship When is a favorable LMX relationship likely to exist? likely to exist?
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
31
Favorable LMX relationshipFavorable LMX relationship
The subordinate is perceived to be competent & dependableIf the follower’s attitudes are similar to the leader’sA little self promotion never hurtsEffort to appear competent and dependablePositive perception about follower
Try out: Manager ask something to do extra work than job requirements? Response1: Oh No, Response 2: Yes I am glad to do so.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
32
Discussion Question 1: What are the differences between
in-groups and out-groups?
Discussion Question 2: How do quality leader-member exchange relationships influence follower behavior?
Discussion Question 3: How does a leader’s first impression and perception of a follower influence the quality of their relationship?
Discussion Question 4: What are characteristics of quality LMX relationship?
Discussion Question 5: How can a follower’s perception or attribution of a leader influence their relationship?
Discussion Questions
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning
33
Summary
4 Stages of development / dyadic approach.
Vertical linkage model relationships.
Team building view / dyadic approach.
Systems and networks view / dyadic approach.
Cycle leading to Pygmalion effect.
3 Follower influencing characteristics.
5 Things a leader should delegate.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning