Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations

After studying this chapter, you should be able to:  Understand why different dyadic relationships develop between a leader and subordinates.  Understand how leaders are influenced by attributions about subordinates.  Understand appropriate ways to manage a subordinate with performance deficiencies. Copyright© 2013 Pearson Education Leadership in Organizations9-2

 Understand how leaders and followers attempt to manage impressions.  Understand how attributions and implicit theories influence follower perception of a leader.  Understand how followers can have a more effective dyadic relationship with their leader. Copyright© 2013 Pearson Education Leadership in Organizations9-3

Copyright© 2013 Pearson Education Leadership in Organizations9-4 Understand why different dyadic relationships develop between a leader and subordinates

 Leader-member exchange  Attribution model  Upward impression management  Follower-based Copyright© 2013 Pearson Education Leadership in Organizations9-5

Exchange Relationship Formed based on:  Personal compatibility  Subordinate competence Results in either:  High Exchange  Low Exchange Copyright© 2013 Pearson Education Leadership in Organizations9-6

Copyright© 2013 Pearson Education Leadership in Organizations9-7 Understand how leaders are influenced by attributions about subordinates

 Two-stage model  Attribution  Response  Other attribution determinants  Position power  Type of exchange Copyright© 2013 Pearson Education Leadership in Organizations9-8

Copyright© 2013 Pearson Education Leadership in Organizations9-9 Understand appropriate ways to manage a subordinate with performance deficiencies

 Gather performance information  Avoid attribution biases  Provide corrective feedback  Describe deficiency  Explain ineffective behavior impact  Remain professional Copyright© 2013 Pearson Education Leadership in Organizations9-10

 Mutually identify causes  Ask for subordinate suggestions  Express confidence  Offer help  Reach action agreement  Summarize and verify Copyright© 2013 Pearson Education Leadership in Organizations9-11

Copyright© 2013 Pearson Education Leadership in Organizations9-12 Understand how leaders and followers attempt to manage impressions

 Impression Management Tactics  Exemplification  Ingratiation  Self-Promotion  Impression Management by Followers  Impression Management by Leaders Copyright© 2013 Pearson Education Leadership in Organizations9-13

Copyright© 2013 Pearson Education Leadership in Organizations9-14 Understand how attributions and implicit theories influence follower perception of a leader

Determinants of Follower Attributions  Timely indicators  Success  Positive performance trend  Direct Action  Innovation  External conditions Copyright© 2013 Pearson Education Leadership in Organizations9-15

 Constraints  Intentions and competence  Personal qualities  Mood of the follower  Leader-follower similarity  Follower identification with group Copyright© 2013 Pearson Education Leadership in Organizations9-16

 Implications of Follower Attributions about Leaders  Implicit Leadership Theories Copyright© 2013 Pearson Education Leadership in Organizations9-17

Copyright© 2013 Pearson Education Leadership in Organizations18-9 Understand how followers can have a more effective dyadic relationship with their leader

 Follower identities  Integrate roles Copyright© 2013 Pearson Education Leadership in Organizations9-19

 Find out what is expected  Take initiative  Keep boss informed  Verify information accuracy  Encourage honest feedback Copyright© 2013 Pearson Education Leadership in Organizations9-20

 Support change efforts  Show appreciation  Challenge flawed proposals  Resist inappropriate influence attempts  Provide appropriate upward coaching Copyright© 2013 Pearson Education Leadership in Organizations9-21