dyadic relationship

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Chapter 7Chapter 7

Dyadic Relationships,Dyadic Relationships,

Followership, andFollowership, and

DelegationDelegation

Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"


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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 Pathgoal leadership model

!ubstitutes for leadership variables

"he #ormative Decision $odel



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Learning Objectives

& !tages of development ' dyadic approach.

(ertical lin)age model relationships.

"eam building view ' dyadic approach.

!ystems and networ)s view ' dyadic approach.

Cycle leading to Pygmalion effect.

% *ollower influencing characteristics.

+ "hings a leader should delegate.



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#he persona$i%ed and individua$i%edre$ationship &et'een a $eader and each

fo$$o'er in a 'or unit

DyadicDyadic



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Ep$ains 'h* $eaders var* their &ehavior 'ithdifferent fo$$o'ers.

,f as) follower about leader they will representdifferent opinion

Central theme: !upport for self worth

Dyadic "heoryDyadic "heory



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Dyadic "heory "rendsDyadic "heory "rends

!ie e/pands from 1on1 to a networ)between leader and followers0 over time

uality of each dyad affects performance

uality of e/panded relationshipsenhances organiational performance



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Individualized leader-subordinateinteractions creating in-groups and

out-groups.

Focus is on quality of each dyad(Quality of relationship)

and its effects on organizational

outcomes over time.

Leaderships can aspire to buildpositive relationships ith all

subordinates! not "ust chosen fe.

#reate positive dyadic relationshipsacross traditional boundariesto include a larger netor$.

(ertical DyadicLin)age "heory

Leader$ember3/change 4L$56

"eam 7uilding

!ystems and#etwor)s

Dyadic 8pproach:Dyadic 8pproach:!tages of Development!tages of Development



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Vertical Dyadic Linkage (VDL !"eory

Leader treats all followers in same way 48L!6

Leader treats different follower differently 4(DL6

(DL focus on identification of how leader develop one toone relationship with followers and how it creates ingroups and out groups

Dyad relationship may develop at informal levelor formal level

"he selective relationship may lead to in groupand out groups



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+n"roup+n"roup......

those subordinates

with strong socialties to their leaderin a peopleoriented style.

ut"rouput"roup...thosesubordinates with

little or no social tiesto their leader0strictly tas)orientedrelationship and top

down influence.

(ertical Dyad Lin)age 4(DL6 "heory(ertical Dyad Lin)age 4(DL6 "heory

Atte-pts to understand ho' $eaders create inAtte-pts to understand ho' $eaders create in"roups and out"roups"roups and out"roups



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,n


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,n


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=ut


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L#$ !"eoryL#$ !"eory

Assumption of LMX theory

Leaders or supervisors have limited time0 resources0 attention0discretion and energy so he use this selectively among followers

Leaders have different >uality relationship with different followers

High >uality L$5 4more support0 reward power0 inovlement indecision ma)ing6

Low >uality L$5 4low consideration0 formal supervision0 lesssupport0 coercive influence0 compliance0 authoritative behavior0lesser involvement in decision



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L#$ !"eoryL#$ !"eory

LXM is defines as the quality of the exchangerelationship between an employee and his or her boss

Quality of leader-follower relationship is morepredictive of individual and organizational productivitythen trait and behavior of leader



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!h* shou$d a $eader &other to tr* to!h* shou$d a $eader &other to tr* toesta&$ish effective d*adic re$ationshipesta&$ish effective d*adic re$ationship

'ith ut /roups'ith ut /roups



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Dyadic "heoryDyadic "heory"eam 7uilding"eam 7uilding

3ffective leaders should aspire to establishrelationships with all members0 not ?ust a fewspecial individuals.

=ut


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How doHow do *adic*adicLeader*ollowerLeader*ollower@elationships Develop over "imeA@elationships Develop over "imeA



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L$5 Life Cycle $odelL$5 Life Cycle $odel

!tage 1: Leader B follower conductthemselves as strangers

"esting acceptable behavior

#egotiating the relationships

,nvolves: ,mpression $anagement

,ngratiation



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,mpressions $anagement,mpressions $anagement

8 followers effort to pro?ect a favorableimage in order to gain an immediatebenefit or improve longterm

relationships with the leader8 leaders attempt to pro?ect a sense tothe followers that he'she is confident

and competent



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,ngratiation,ngratiation

"he followers effort to appearsupportive0 appreciative0 and respectful

"he leaders effort to appear as one ofthe good guysE to wor) for

!hat is Sta"e 2 (L1 Life C*c$e)



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!tage 2: Leader B follower becomeac>uainted

*urther refine their roles$utual trust0 loyalty0 B respect develop

@elationships that do not move beyond !tage 1tend to deteriorate



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!tage %: @oles reach maturity

$utual commitment toorganiation

,ngroup ' =utgroup level



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"he influence of L$5 on follower behavior"he influence of L$5 on follower behavior

,f leader and follower possess similar attributes and perceptionit create positive impact of relationship and productivity

High >uality L$5 relationship results in more satisfied humanresources0 low turn over0 high performance and promotehealthy wor) environment

L$5 relationship bridge gap between individual values andorganiational value



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Dyadic 8pproachDyadic 8pproach!ystems B #etwor) (iew!ystems B #etwor) (iew

Leader re$ationships are not $i-ited toe-p$o*ees, &ut inc$ude peers, custo-ers,

supp$iers, and other re$evant staeho$ders inthe &roader co--unit*.

=rganiation is system of interrelated parts. 3ffective leader

need to develop effective relationship with other groups ande/ternal members to gain support and resources

Leader need to bring group members together throughcreation of networ)s so they reflect together and represent

each other with in department and before other departmentsLussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"


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Fhat are the characteristics of HighFhat are the characteristics of Highuality L$5 @elationshipsAuality L$5 @elationshipsA



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High uality L$5 @elationshipsHigh uality L$5 @elationships

Characteried by greater levels of loyalty0commitment0 respect0 affection0 mutual trust0 and

possibly mutual li)ing between leaders and members



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L$5 !caleL$5 !cale

8ttempts to understand the >uality of eachdyadic relationship B its effects onorganiational outcomes over time

,s the most commonly used instrument fordefining and measuring the >uality ofrelationships



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!hat -ust eist for hi"h ua$it* L1 to!hat -ust eist for hi"h ua$it* L1 to

deve$opdeve$op



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*ollowers attitudes

!ituational factors

Leader and follower perceptions and behaviors

Highuality L$5 @elationshipsHighuality L$5 @elationships



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!hen is a favora&$e L1 re$ationship!hen is a favora&$e L1 re$ationship$ie$* to eist$ie$* to eist



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*avorable L$5 relationship*avorable L$5 relationship

"he subordinate is perceived to be competent Bdependable

,f the followers attitudes are similar to the

leaders8 little self promotion never hurts

3ffortto appear competent and dependable

Positive perception about follower

"ry out: $anager as) something to do e/tra wor)than ?ob re>uirementsA @esponse1: =h #o0

@es onse 2: Ges , am lad to do so.Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"


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Discussion %uestion 1 '"at are t"e differences beteen

in)grou*s and out)grou*s+

Discussion %uestion , -o do .uality leader)member e/c"angerelations"i*s influence folloer be"avior+

Discussion %uestion 3 -o does a leader0s first im*ression and*erce*tion of a folloer influence t"e .uality of t"eirrelations"i*+

Discussion %uestion 4 '"at are c"aracteristics of .uality L#$relations"i*+

Discussion %uestion -o can a folloer0s *erce*tion orattribution of a leader influence t"eir relations"i*+

iscussion Questions


Summary


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Summary

& !tages of development ' dyadic approach.

(ertical lin)age model relationships.

"eam building view ' dyadic approach.

!ystems and networ)s view ' dyadic approach.

Cycle leading to Pygmalion effect.

% *ollower influencing characteristics.

+ "hings a leader should delegate.


dyadic relationship

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