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Chapter 7Chapter 7
Dyadic Relationships,Dyadic Relationships,
Followership, andFollowership, and
DelegationDelegation
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Summary of Lecture 13 &14
Differences between behavioral and contingency leadershiptheories.
Contingency leadership variables and styles.
Leadership models:
Prescriptive and Descriptive leadership models
Leadership continuum model
House Pathgoal leadership model
!ubstitutes for leadership variables
"he #ormative Decision $odel
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Learning Objectives
& !tages of development ' dyadic approach.
(ertical lin)age model relationships.
"eam building view ' dyadic approach.
!ystems and networ)s view ' dyadic approach.
Cycle leading to Pygmalion effect.
% *ollower influencing characteristics.
+ "hings a leader should delegate.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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#he persona$i%ed and individua$i%edre$ationship &et'een a $eader and each
fo$$o'er in a 'or unit
DyadicDyadic
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Ep$ains 'h* $eaders var* their &ehavior 'ithdifferent fo$$o'ers.
,f as) follower about leader they will representdifferent opinion
Central theme: !upport for self worth
Dyadic "heoryDyadic "heory
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Dyadic "heory "rendsDyadic "heory "rends
!ie e/pands from 1on1 to a networ)between leader and followers0 over time
uality of each dyad affects performance
uality of e/panded relationshipsenhances organiational performance
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Individualized leader-subordinateinteractions 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 buildpositive relationships ith all
subordinates! not "ust chosen fe.
#reate positive dyadic relationshipsacross traditional boundariesto include a larger netor$.
(ertical DyadicLin)age "heory
Leader$ember3/change 4L$56
"eam 7uilding
!ystems and#etwor)s
Dyadic 8pproach:Dyadic 8pproach:!tages of Development!tages of Development
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Vertical Dyadic Linkage (VDL !"eory
Leader treats all followers in same way 48L!6
Leader treats different follower differently 4(DL6
(DL focus on identification of how leader develop one toone relationship with followers and how it creates ingroups and out groups
Dyad relationship may develop at informal levelor formal level
"he selective relationship may lead to in groupand out groups
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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+n"roup+n"roup......
those subordinates
with strong socialties to their leaderin a peopleoriented style.
ut"rouput"roup...thosesubordinates with
little or no social tiesto their leader0strictly tas)orientedrelationship and top
down influence.
(ertical Dyad Lin)age 4(DL6 "heory(ertical Dyad Lin)age 4(DL6 "heory
Atte-pts to understand ho' $eaders create inAtte-pts to understand ho' $eaders create in"roups and out"roups"roups and out"roups
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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,n
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,n
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=ut
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L#$ !"eoryL#$ !"eory
Assumption of LMX theory
Leaders or supervisors have limited time0 resources0 attention0discretion and energy so he use this selectively among followers
Leaders have different >uality relationship with different followers
High >uality L$5 4more support0 reward power0 inovlement indecision ma)ing6
Low >uality L$5 4low consideration0 formal supervision0 lesssupport0 coercive influence0 compliance0 authoritative behavior0lesser involvement in decision
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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L#$ !"eoryL#$ !"eory
LXM is defines as the quality of the exchangerelationship between an employee and his or her boss
Quality of leader-follower relationship is morepredictive of individual and organizational productivitythen trait and behavior of leader
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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!h* shou$d a $eader &other to tr* to!h* shou$d a $eader &other to tr* toesta&$ish effective d*adic re$ationshipesta&$ish effective d*adic re$ationship
'ith ut /roups'ith ut /roups
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Dyadic "heoryDyadic "heory"eam 7uilding"eam 7uilding
3ffective leaders should aspire to establishrelationships with all members0 not ?ust a fewspecial individuals.
=ut
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How doHow do *adic*adicLeader*ollowerLeader*ollower@elationships Develop over "imeA@elationships Develop over "imeA
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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L$5 Life Cycle $odelL$5 Life Cycle $odel
!tage 1: Leader B follower conductthemselves as strangers
"esting acceptable behavior
#egotiating the relationships
,nvolves: ,mpression $anagement
,ngratiation
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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,mpressions $anagement,mpressions $anagement
8 followers effort to pro?ect a favorableimage in order to gain an immediatebenefit or improve longterm
relationships with the leader8 leaders attempt to pro?ect a sense tothe followers that he'she is confident
and competent
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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,ngratiation,ngratiation
"he followers effort to appearsupportive0 appreciative0 and respectful
"he leaders effort to appear as one ofthe good guysE to wor) for
!hat is Sta"e 2 (L1 Life C*c$e)
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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L$5 Life Cycle $odelL$5 Life Cycle $odel
!tage 2: Leader B follower becomeac>uainted
*urther refine their roles$utual trust0 loyalty0 B respect develop
@elationships that do not move beyond !tage 1tend to deteriorate
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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L$5 Life Cycle $odelL$5 Life Cycle $odel
!tage %: @oles reach maturity
$utual commitment toorganiation
,ngroup ' =utgroup level
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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"he influence of L$5 on follower behavior"he influence of L$5 on follower behavior
,f leader and follower possess similar attributes and perceptionit create positive impact of relationship and productivity
High >uality L$5 relationship results in more satisfied humanresources0 low turn over0 high performance and promotehealthy wor) environment
L$5 relationship bridge gap between individual values andorganiational value
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Dyadic 8pproachDyadic 8pproach!ystems B #etwor) (iew!ystems B #etwor) (iew
Leader re$ationships are not $i-ited toe-p$o*ees, &ut inc$ude peers, custo-ers,
supp$iers, and other re$evant staeho$ders inthe &roader co--unit*.
=rganiation is system of interrelated parts. 3ffective leader
need to develop effective relationship with other groups ande/ternal members to gain support and resources
Leader need to bring group members together throughcreation of networ)s so they reflect together and represent
each other with in department and before other departmentsLussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Fhat are the characteristics of HighFhat are the characteristics of Highuality L$5 @elationshipsAuality L$5 @elationshipsA
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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High uality L$5 @elationshipsHigh uality L$5 @elationships
Characteried by greater levels of loyalty0commitment0 respect0 affection0 mutual trust0 and
possibly mutual li)ing between leaders and members
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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L$5 !caleL$5 !cale
8ttempts to understand the >uality of eachdyadic relationship B its effects onorganiational outcomes over time
,s the most commonly used instrument fordefining and measuring the >uality ofrelationships
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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!hat -ust eist for hi"h ua$it* L1 to!hat -ust eist for hi"h ua$it* L1 to
deve$opdeve$op
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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*ollowers attitudes
!ituational factors
Leader and follower perceptions and behaviors
Highuality L$5 @elationshipsHighuality L$5 @elationships
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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!hen is a favora&$e L1 re$ationship!hen is a favora&$e L1 re$ationship$ie$* to eist$ie$* to eist
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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*avorable L$5 relationship*avorable L$5 relationship
"he subordinate is perceived to be competent Bdependable
,f the followers attitudes are similar to the
leaders8 little self promotion never hurts
3ffortto appear competent and dependable
Positive perception about follower
"ry out: $anager as) something to do e/tra wor)than ?ob re>uirementsA @esponse1: =h #o0
@es onse 2: Ges , am lad to do so.Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
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Discussion %uestion 1 '"at are t"e differences beteen
in)grou*s and out)grou*s+
Discussion %uestion , -o do .uality leader)member e/c"angerelations"i*s influence folloer be"avior+
Discussion %uestion 3 -o does a leader0s first im*ression and*erce*tion of a folloer influence t"e .uality of t"eirrelations"i*+
Discussion %uestion 4 '"at are c"aracteristics of .uality L#$relations"i*+
Discussion %uestion -o can a folloer0s *erce*tion orattribution of a leader influence t"eir relations"i*+
iscussion Questions
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"
Summary
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Summary
& !tages of development ' dyadic approach.
(ertical lin)age model relationships.
"eam building view ' dyadic approach.
!ystems and networ)s view ' dyadic approach.
Cycle leading to Pygmalion effect.
% *ollower influencing characteristics.
+ "hings a leader should delegate.
Lussier, R. and Achau, C. (2007): Effective Leadership, 3 rdEdition, South!estern, Can"a"e Learnin"