Chapter 7 Dyadic Relationships, Followership, and Delegation Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Summary of Lecture 13 &14 Differences between behavioral and contingency leadership theories. 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

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

Dyadic The personalized and individualized relationship between a leader and each follower in a work unit Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Explains why leaders vary their behavior with different followers. Dyadic Theory 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 Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Dyadic 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

Dyadic Approach: Stages of Development Individualized leader-subordinate interactions 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 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 Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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 level The selective relationship may lead to in group and out groups Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Vertical Dyad Linkage (VDL) Theory Attempts to understand how leaders create in-groups and out-groups In-group ... those subordinates with strong social ties to their leader in a people- oriented style. Out-group...those subordinates with little or no social ties to their leader, strictly task-oriented relationship and top down influence. Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

In Groups Close circle of leader People-oriented relationship High mutual trust High exchange Two-way loyalty Mutual influence Special favors from leader High attention, support, guidance and feedback from leader Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

In 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

Out 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

LMX 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

LMX 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

Why should a leader bother to try to establish effective dyadic relationship with Out Groups? Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Dyadic Theory Team 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 bias Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

How do Dyadic Leader-Follower Relationships Develop over Time? Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

LMX 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

Impressions Management A follower’s effort to project a favorable image in order to gain an immediate benefit or improve long-term relationships with the leader A 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

Ingratiation The follower’s effort to appear supportive, appreciative, and respectful The 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

LMX Life Cycle Model Stage 2: Leader & follower become acquainted Further refine their roles Mutual trust, loyalty, & respect develop Relationships that do not move beyond Stage 1 tend to deteriorate Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

LMX Life Cycle Model Stage 3: Roles reach maturity Mutual commitment to organization In-group / Out-group level Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

The 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

Dyadic Approach Systems & 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

What are the characteristics of High Quality LMX Relationships? Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

High 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

LMX Scale Attempts to understand the quality of each dyadic relationship & its effects on organizational outcomes over time Is 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

What must exist for high quality LMX to develop? Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

High-Quality LMX Relationships Followers’ attitudes Situational factors Leader and follower perceptions and behaviors Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

When is a favorable LMX relationship likely to exist? Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Favorable LMX relationship The subordinate is perceived to be competent & dependable If the follower’s attitudes are similar to the leader’s A little self promotion never hurts Effort to appear competent and dependable Positive 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

Discussion Questions 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? Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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