chapter 7 power points adapted by: dr. jeffrey wachtel, aust

LeadershipLeadershipTheory, Application, Skill DevelopmentTheory, Application, Skill Development

1st Edition1st Edition

Robert N. Lussier and Christopher F. AchuaRobert N. Lussier and Christopher F. Achua

Chapter 7 Power Points Adapted by: Dr. Jeffrey Wachtel, AUST

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing

Chapter 7Chapter 7Dyadic Relationships: Leader-Dyadic Relationships: Leader-

Member Exchange Theory Member Exchange Theory FollowershipFollowershipDelegationDelegation

Adapted by Dr. Jeffrey M. Adapted by Dr. Jeffrey M. WachtelWachtel

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Chapter 7 Chapter 7 Learning ObjectivesLearning Objectives

• 4 Stages of development / dyadic approach.• Vertical linkage model relationships.• Team building view / dyadic approach.• Systems and networks view / dyadic approach.• LMX-7• Cycle leading to Pygmalion effect.• 3 Follower influencing characteristics.• 5 Things a leader should delegate.

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Dyadic: Dyad is a Dyadic: Dyad is a Group of Two PeopleGroup of Two People

• Dyadic Relationships: The relationship between a leader and each follower in a work unit.

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Dyadic Theory or Leader Dyadic Theory or Leader Member Exchange Theory Member Exchange Theory

(LMX) :Graen and Scandura(LMX) :Graen and Scandura

• Explains why leaders vary their behavior with different followers.

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Vertical Dyad Linkage Theory: Vertical Dyad Linkage Theory: A Theory about Followers and A Theory about Followers and

the Bossthe Boss• Personal leader-subordinate

interactions creating two groups of followers: those in the “in-group” and those in the “out-group.”

• Depends on personal compatibility, subordinate competence and/or extroverted personality.


Dyadic Approach: Dyadic Approach: Stages of DevelopmentStages of Development

Vertical-DyadLinkage TheoryVertical-Dyad

Linkage Theory

Leader-MemberExchange

Leader-MemberExchange

Team BuildingTeam Building

Systems andNetworks

Systems andNetworks

Individualized leader-subordinateinteractions creating in-groups and

out-groups.

Focus is on the quality of each dyadand its effects on organizational

outcomes over time.

Leaderships can aspire to build positive relationships with all

subordinates, not just chosen few.

Creating positive dyadic relationships across traditional boundaries

to include a larger network.

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Vertical Dyad Linkage Vertical Dyad Linkage (VDL) Theory(VDL) Theory

• In-groupIn-group...those subordinates with strong social ties to their leader in a people oriented style. High Interaction. High Trust

• Out-groupOut-group...those subordinates with little or no social ties to their leader, a strictly task oriented relationship. Formal

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Dyadic TheoryDyadic TheoryTeam BuildingTeam Building

• Effective leaders should aspire to establish relationships with all members, not just a few special individuals.

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Dyadic ApproachDyadic ApproachSystems & Network ViewSystems & Network View

• Leader relationships are not limited to employees, but include peers, customers, suppliers, and other relevant stakeholders in the broader community.

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High Quality LMX High Quality LMX RelationshipsRelationships

• Characterized by greater levels of loyalty, commitment, respect, affection, mutual trust, and possibly mutual liking between leaders and members.

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LMX -7 Scale: Do P. LMX -7 Scale: Do P. 224, Exercise 7-1224, Exercise 7-1

• How would you characterize your working relationship with your leader? (Extremely Ineffective, Worse than Average, Average, Better than Average, Extremely effective)

10..........20..........30..........40..........5010..........20..........30..........40..........50High High Quality: In Quality: In GroupGroup

Low Quality: Low Quality: Out GroupOut Group

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Experiential Exercise in Experiential Exercise in building positive LMXbuilding positive LMX

• We are now going to do an exercise in improving dyadic relationships. Leading a team depends on positive dyadic relationships

• Feedback Sessions: 5 minutes and then change to a new person. One on One and in private.

• Each person tells the other 1. What they appreciate about the other person and

• 2. What they need (i.e., what they would like to see the other person do differently) from the other person?


Followership and LMXFollowership and LMX

• Follower behavior affects the exchange relationship: In-Group followers are more supportive of their leader, attempt to pressure their leader less and have more open communication.


Pygmalion EffectPygmalion Effect• 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. Discrimination against out-group?

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Followership Styles: See Figure Followership Styles: See Figure 7-2 p. 2357-2 p. 235

• Effective Follower

• Conformist Follower

• Passive Follower

• Alienated Follower


Recommendations for Effective Recommendations for Effective Followership Fig. 7-3, p. 237Followership Fig. 7-3, p. 237

• Do Exercise 7-4 p. 236

• Discuss Fig. 7-3, p. 237


Follower Key Influencing Follower Key Influencing CharacteristicsCharacteristics

Power Position

Locus of Control Education and Experience

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Video Case: Labelle Video Case: Labelle ManagementManagement

• What does career management at Labelle have to do with LMX Theory?

• How do you think Labelle’s giving a training bonus to managers who develop others affects dyadic relationships?


Tasks withTasks withDevelopmental Developmental

PotentialPotential

TechnicalTechnicalMattersMatters

Solving Solving Employee’sEmployee’sProblemsProblems

Routine TasksRoutine Tasks

PaperworkPaperwork

What ToWhat ToDelegateDelegateWhat ToWhat ToDelegateDelegate

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HOW TO DELEGATEHOW TO DELEGATE• 1. Tell what the job/task is and why the job you are

delegating is important.• 2. Define the results that you want.• 3. Define the authority the associate has to assist

them in doing the task.• 4. Agree on a deadline.• 5. Ask the associate to repeat what he or she

understands about the delegation. This step assures two way communication and mutual understanding.

• 6. Set up controls. Tell the associate when you will check back to see how they are progressing.

•


Delegation Video and Role PlayDelegation Video and Role Play

• Watch the video.

• Read Situation 3 on p. 256

• Plan by writing out what you will say to the secretary for each delegation step.

• In dyads each person role plays.


W. L. Gore & Associates CaseW. L. Gore & Associates Case

• What are the facts of the case?

• Questions: p. 253

chapter 7 power points adapted by: dr. jeffrey wachtel, aust

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