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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

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

26. 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

27. 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

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

29. 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

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

31. 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

32. 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

33. 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