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

2. 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

3.  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

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

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

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

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

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

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

10.  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

11.  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

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

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

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

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

16.  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

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

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

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

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

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