Dyadic Leadership

BY Arun George-1020806

Ashish Bagla-1020807

Donald Brian-1020809

Jacob Vergese-1020811

DYAD-Origin:late 17th century (originally denoting the number two or a pair): from late Latin dyas, dyad.

DYADIC LEADERSHIP-

-focused on the linkage or DYADIC RELATION between leader and their subordinates

-leadership is not only about leaders but it consists of both leader and subordinates and that’s why the term dyadic leadership.

NEED OF DYADIC LEADERSHIP--the relationship of leaders with different subordinates or followers are not identical-followers perception is equally important for leaders’ effectiveness.

TWO THEORIES OF DYADIC LEADERSHIP

LMX THEORY - stands for leader member exchange - Describes how a leader exchange relationships over time with sub-ordinate in the organisation.

ATTRIBUTION THEORY- examine how leaders interpret subordinate performance and decide how to react to it.

LMX THEORY ATTRIBUTION THEORY

Leader-Member Exchange Theory (LMX)

-explains that leader develop a separate exchange relationships over time with each subordinate.

-relationships are formed on the basis of personal compatibility and subordinate competence and dependability.

LEADER RELATIONSHIP

HIGHEXCHANGE

LOWEXCHANGE

HIGH EXCHANGE RELATIONS--the leader exchange high level of mutual influence i.e. better and more favourable relations with their followers. -this group of sub-ordinates is also known as in-group.-mostly formed in small number of trusted sub-ordinates. BENEFITS TO LEADERS--leader has better control over outcomes.-the employees work harder,loyal are more committed to task objectives, and share more administrative duties.

BENEFITS TO SUBORDINATES--more authority ,information and participation.-tangible awards such as pay increase and special benefits.-facilitating subordinates carrer like promotion, high visibility etc.

LOW EXCHANGE RELATIONS- also know as out-group relationship.-the leader exchange low level of mutual influence.-subordinates comply with fomal role rquirements such as duties,rules,directions from leaders and salaries for their job.

ROLE MAKING STAGES

1. INITIAL TESTING

2.EXCHANGE AGREEMENT

3.MUTURE STAGE

-evaluate each other’s motives, attitudes & potential resources.

-exchange agreement is refined.

-mutual trust, loyalty and respects are developed.

-here exchnage based on self-interest is transformed in to mutual commitment to the mission and objective of the work unit.

Just a BOSS

Not a LEADER

Working as a Team:•Exchange Relationships•Working Harmony•Dyadic leadership

Continous growth of the Organization

Measurement of LMX

Includes several aspects like, Quality of Exchange Relationships Other aspects of relationships like negotiating latitude,

incremental influence, shared values Individual attributes of the leader and subordinate

UNI-DIMENSIONAL MULTI-DIMENSIONAL

BASED ON QUESTIONAIRRES

The most widely used measure – LMX-7, a seven item scale

Sample items from the LMX-7

1.How well does our leader understand your problems and needs? Not a bit A little A fair amount Quite a bit A great deal

2.How well does your leader recognize your potential? Not at all A little Moderately Mostly Fully

3.How would you characterize your working relationship with your leader? Extremely Worse than Average Better than Extremely Ineffective Average Average Effective

4.What are the chances that your leader would use his/her power to help you solve problems in your work? None Small Moderate High Very high

Research on Correlates of LMX

Downward Exchange Relationship

Upward Exchange Relationship

Limitations and Negatives of LMX theory

It does not explain how dyadic relationships develop over time

How differentiated relationships affect overall performance by the leader’s work unit

Ambiguity about the nature of exchange relationship

Explains little about how the role making process actually occurs

Increasing differentiation of dyadic relationships - creates feelings of resentment among the low-exchange members

Hostility among members undermines necessary cooperation

Attribution Theory

Attribution theory describes the cognitive processes used by leaders to determine the reasons for effective or ineffective performance and appropriate reaction

Two-Stage Attribution Model

1. Manager tries to determine the cause of the poor performance

• Due to internal problems like lack of effort or ability

• Due to external problems beyond the subordinate’s control like resources and information were inadequate etc.

2. Manager tries to select an app. response to correct the problem

•Provide more resources, better info., removing obstacles for external atrbtn.•Set easier goals or deadlines, provide coaching for internal attribution •give warning, reprimand, punish

Guidelines for correcting performance Deficiencies

Gather information about the performance problem

Try to avoid attributional biases

Provide corrective feedback promtly

Describe the deficiency briefly in specific terms

Explain the adverse impact of ineffective behaviour

Stay calm and professional

Mutually identify the reasons for inadequate performance

Ask the person to suggest remedies

Express confidence in the person

Express a sincere desire to help the person

Reach agreement on specific action steps

Summarize the discussion and verify agreement

Follower Attributions

Determinants of Follower Attributions (of leaders):

2. Actions

1. Performance 3. Situation

4. Intentions / Competence

5. My mood

Impression Management

• It is the process of influencing how others perceive you.• Is two way – Leader (boss) follower (subordinates) • Used to generate positive effects and respect from others.

• Eg. Excuses, apologies – used in a defensive way to avoid blame

Impression Management (cont..)

TACTICS:

• Exemplification• Ingratiation• Self Promotion• Intimidation

Impression Management by Followers:

• A study found three factors-– Supervisor-focused tactics– Job-focused tactics– Self-focused tactics

• Effective tactics: ingratiation • Non – Effective tactics: Self-promotion

Impression management by leaders:

• Successes are announced / failures are suppressed • Used to avoid the appearance of failure or to shift the blame to

others• Credit taken for positive outcomes. Negative outcomes blamed on

environment

Follower Contributions to Effective Leadership

• Tendency to credit successful events to leaders obscures the significant contribution of followers

• A leader is successful only if he has motivated and competent followers.

Contributions:1. Maintaining cooperative working relationships2. Providing constructive dissent3. Sharing leader functions4. Supporting leader development

Who is a Courageous Follower?

What is Self Management????

It is a set of strategies a person uses to influence and improve his or her own

behavior

Called self-leadership or self-control and as a motivation theory.

Strategies

Behavior Cognitive

Behavior strategy:

Cognitive strategy:

Applications

Find out what you are expected to do

Take the initiative to deal with

problems

Keep the boss informed about your decisions

Verify accuracy of information you give

boss

Encourage the boss to provide honest feedback to you

Support leader efforts to make necessary changes

Show appreciation and provide recognition when appropriate

Challenge flawed plans and proposals made by leaders

Resist inappropriate influence attempts by the boss

Provide upward coaching and counseling when appropriate

THANK YOU!