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

2 Summary of Lecture 14 Dyadic approach. Vertical linkage model relationships. Team building view / dyadic approach. Systems and networks view / dyadic approach. LMX Theory Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

3 Learning Objectives Cycle leading to Pygmalion effect. Follower influencing characteristics. 5 Things a leader should delegate. Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

4 How can the Pygmalion Effect be used to effect leaders? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

5 Occurs when selected subordinates demonstrate loyalty, commitment, dedication, and trust and, as a result, win the liking of superiors who subsequently give them higher performance ratings. Pygmalion Effect Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

6 What is Follower-ship? Who is Follower? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

7 A person being influenced by a leader There are no leaders without followers Many characteristics of good leadership are found in highly effective followers What is Follower? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

8 Effective leader has effective followers Effective leader question leader and correct leader if he is wrong Advise and suggest him right way What is Follower? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

9 Follower Key Influencing Characteristics Position Power Education and Experience Intelligence Locus of Control Self Confidence Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

10 What are the Factors that Impact Follower Power Position? Personal Factors? Position Factors? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

11 Personal sources: » Knowledge » Expertise » Effort » Persuasion Position sources: » Information » Budget » Location » Access What are the Factors that Impact Follower Power Position? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

12 What is the Purpose of Feedback to Followers? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

13 What is the Purpose of Feedback to Followers? Improved performance Follower career development Dyadic Relationship development Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

14 How is Feedback Best Given in the Early Stages of the Relationship? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

15 How is Feedback Best Given? Early Stages of Dyad – Provide prompt feedback – Have accurate facts on performance problem – Avoid a rush to judgment – Be specific in stating deficiency – Explain negative impact of ineffective behavior – Deal with behavior, not personalities – Stay calm & professional – Don’t jump to conclusion or judgment very early when follower performance is low Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

16 How is Feedback Best Given in the Later Stages of the Relationship? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

17 How is Feedback Best Given Later Stages of Dyad – Help follower identify reasons for poor performance – Ask follower to suggest remedies – Arrive at agreement on specific action – Show desire to be of help – Build follower’s self confidence – Deal with behavior, not personalities Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

18 Dual role of leader and follower Remember: Leader produces leader Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

19 How do You Describe an Effective Follower? Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

20 Effective Followers Described as courageous, responsible, and proactive Found to be active in the two followership characteristics – Independent, critical thinking Behavior to include: Decision Making Problem Solving Active Followers Passive Followers Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

21 Active Passive Independent, Critical thinker Passive dependent, No Critical thinker Conformist follower Effective follower Alienated follower Passive follower Pragm atic follower Kelley Model Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

22 Styles of Followership 1 Alienated followers: Passive behavior but independent, critical thinkers – Capable but unwilling to take part in problem solving & decision making Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

23 Styles of Followership 2 Conformist followers: Not active in critical, independent thinking but are active participants – “Yes” people – Order followers – Avoid conflict Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

24 Styles of Followership 3 Passive followers: Not active in either critical, independent thinking or participation – Leader is expected to do all the thinking – Require constant supervision – Never do more than jobs call for Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

25 Styles of Followership 4 Effective followers: Are critical, independent thinkers and active in the group – Committed, innovative, creative, hard working – Take risks and do not avoid conflict – Best interest of the organization Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

26 Styles of Followership 5 Pragmatic followers: A mixture of the other four styles – Change as the situation changes – Know how to work the system – Often seen as political Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

27 How to be an Effective Follower Offer support Take initiative Coach & counsel the leader Raise issues & concerns Seek honest feedback Clarify your role & expectations Show appreciation Keep the leader informed Resist influencing the leader inappropriately Interrupt leader when he is wrong Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

28 1 Follower Power Position Followers are force for change (they are risk takers and take initiatives) 2 Follower locus of control 3 Follower education and experience Remember: In-group and out-group Determinants of Follower influence Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

29 Delegation The process of assigning to a subordinate the responsibility and authority for accomplishing objectives Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

30 Why to Delegate? To have more time for higher-priority tasks To increase productivity To train & develop subordinates To reduce manager stress Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

31 Obstacle to Delegation Managers who want to do it all themselves – Habit – Fear That subordinate will fail That your leader expects you to do it Or some one will take my position or I loose my position Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

32 Tasks with DevelopmentalPotential TechnicalMatters Solving Employees’ Problems Routine Tasks Paperwork What To Delegate Delegate Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

33 Confidential activities In crises Activities delegated To you What Not To Delegate Delegate Performance appraisal Discipline, hiring, firing, conflict resolution Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

34 How to Delegate 1Explain the need & why the employee has been selected 2 Set objectives to include deadline & level of authority 3 Develop a plan 4 Establish control checkpoints 5 Hold employees accountable Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

35 Discussion Question 1: How do education and experience, described as follower influencing characteristics? Discussion Question 2: Describe benefits of delegation? Discussion Question 3: How and What to delegate? Discussion Question 4: What leader should no delegate Discussion Questions Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning

36 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. Follower influencing characteristics. 5 Things a leader should delegate. Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rd Edition, South-Western, Cangage Learning