1. 1 Pertemuan 11 Dyadic Role-Making Theories and Followership Matakuliah: MPG09344-010 / Leadership and Organisation Tahun: 2005 Versi: versi/revisi 0

2. 2 Learning Outcomes After studying this chapter students should be able to: Understand how attributions and implicit theories influence follower perception and evaluation of a leader. Understand how leader behaviour is influenced by attributions about the motives and skills of subordinates. Understand why different dyadic relationships develop between a leader and subordinates. Understand the major findings in research on leader-member exchange theory and the limitations of this research. Understand appropriate ways to manage a subordinate who has performance deficiencies. Understand what follower can do to have a more effective dyadic relationship with their leader. Understand how some aspects of leadership can be replaced by follower self-management. Understand why it is important for managers to integrate their leader and follower roles.

3. 3 Outline Materi Leader-Member Exchange Theory Leader Attributions About Subordinates Follower Attributions and Implicit Theories Follower Contributions to Effective Leadership Self-management Integrating Leader and Follower Roles Summary Review and Discussion Questions Cases

4. 4 Pertemuan 10 Dyadic Role-Making Theories and Followership

5. 5 –Express a sincere desire to help the person –Reach agreement on specific action steps –Summarize the discussion and verify agreement

6. 6 Follower attributions and implicit theories Determinants of follower attributions –The extent to which there are clear, timely indicators of performance for the leader’s team or organisation –Leader’s action –Using information about the situation –Leader’s intention Implicit leadership theories –Beliefs and assumptions about the characteristics of effective leader

7. 7 Follower contributions to effective leadership The courageous follower Applications: guidelines for followers –Find out what you are expected to do –Take the initiative to deal with problems –Keep the boss informed about your decisions –Verify the accuracy of information you give to the boss –Encourage the boss to provide honest feedback

8. 8 –Support leader efforts to make necessary changes –Show appreciation and provide recognition when appropriate –Challenge flawed plans and proposals made by leaders –Resist inappropriate influence attempts by the boss –Provide upward coaching and counseling when appropriate

9. 9 Self Management Self-management strategies Behavoural Strategies: self-reward self-punishment self-monitoring self-goal-setting self-rehearsal cue modification Cognitive Strategies: positive self-task Mental rehearsal

10. 10 How leaders encourage self-management –Encouragement Help subordinates develop skills in self-management Explaining the rationale for self-management Explaining how to use behavioral and cognitive self- management strategies Encouraging efforts to use these techniques Providing enough autonomy to make self-management feasible Model the use of self-management strategies Share information Encourage subordinates to take more responsibility

11. 11 –Empowerment of self-managed subordinates –The potential pitfalls of empowerment in the absence of clear agreement about objectives and values Integrating leader and follower roles –Leaders are expected to develop followers, which may involve gradually turning over most leadership responsibilities to one or two subordinates designated as likely successors.

12. 12 Closing Summary –Leader-member exchange theory (LMX) describes how leaders develop different relationships over time with different subordinates. A favourable exchange relationships is more likely when a subordinate is perceived to be competent and similar to the leader in values and attitudes

13. 13 The attribution theory for good or bad performance Followers’ view of leaders competencies and intentions Self-management as a way for followers to empower themselves All leaders are also followers

14. 14 Review and Discussion Questions Cases –Cromwell Electronics –American Financial Companies Supplementary Reading –Zaleznik, A. 1977. Managers and Leaders: Are they different?. Harvard Business Review. Companion Website : Exercises and Reading