UHF 6033: DYNAMICS OF LEADERSHIP

Prof. Abu Bakar Hashim

07
1

Dyadic Relationships,
Followership, and
Delegation

Learning Outcomes
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.

What is a
dyadic leader
relationship?
4

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

What is the
purpose of
Dyadic Theory?
6

Dyadic Theory

Explains why leaders vary

their behavior with
different followers.

Dyadic Approach:
Stages of Development

Vertical-Dyad
Vertical-Dyad
Linkage
Linkage Theory
Theory

Individualized leader-subordinate
interactions creating in-groups and
out-groups.

Leader-Member
Leader-Member
Exchange
Exchange

Focus is on quality of each dyad

and its effects on organizational
outcomes over time.

Team
Team Building
Building

Leaderships can aspire to build

positive relationships with all
subordinates, not just chosen few.

Systems
Systems and
and
Networks
Networks

Create positive dyadic relationships

across traditional boundaries
to include a larger network.

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

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.

10

What are the

Characteristics
of In Groups?

11

In Groups

People-oriented relationship
High mutual trust
High exchange
Two-way loyalty
Mutual influence
Special favors from leader
12

What are the

Characteristics of
Out Groups?

13

Out Groups
Task-oriented relationship
Low exchange
Lack of trust
Not much loyalty
Little or no mutual influence
14

Why should a leader

bother to try to
establish effective
dyadic relationship with
Out Groups?

15

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.
16

How do Dyadic
Leader-Follower
Relationships
Develop over Time?

17

LMX Life Cycle Model

Stage 1: Leader & follower conduct
themselves as strangers

Testing acceptable behavior

Negotiating the relationships
Involves:
Impression Management
Ingratiation
18

What is
Impression
Management?
19

Impressions Management
A followers effort to project a

favorable image in order to gain an

immediate benefit or improve longterm relationships with the leader
A leaders attempt to project a
sense to the followers that he/she
is confident and competent

20

And, What
is
Ingratiation?
21

Ingratiation
The followers effort to appear

supportive, appreciative, and

respectful
The leaders effort to appear as
one of the good guys to work
for
Lets look at the next stage in
the LMX Life Cycle Model

22

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

23

LMX Life Cycle Model

Stage 3: Roles reach maturity
Mutual commitment to organization
In-group / Out-group level

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.

25

What are the

characteristics of
High Quality LMX
Relationships?
26

High Quality LMX Relationships

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

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

10..........20..........30..........40..........50
High Quality
Low Quality
28

What must exist

for high quality
LMX to develop?

29

High-Quality LMX
Relationships

What must exist for high

quality LMX to develop?

Followers attitudes
Situational factors
Leader perceptions and behaviors

30

When is a
favorable LMX
relationship likely
to exist?
31

Studies show that a

favorable LMX relationship
is more likely to exist if:
The subordinate is perceived to
be competent & dependable
If the followers attitudes are
similar to the leaders
A little self promotion never
hurts
Effort to appear competent and
dependable

32

How can the

Pygmalion Effect be
used to effect
leaders?
33

Pygmalion 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.

34

What is Follower?

35

What is Follower?
A person being influenced by a
leader
There are no leaders without
followers
Many characteristics of good
leadership are found in highly
effective followers

36

Follower Key Influencing Characteristics

Power
Position

Locus of Control

Education and Experience

37

What are the Factors that

Impact Follower Power Position?

Personal Factors?
Position Factors?

38

Follower Power Position

Personal sources:

Knowledge
Expertise
Effort
Persuasion

Information
Budget
Location
Access

Position sources:

39

What is the
Purpose of
Feedback to
Followers?
40

What is the Purpose of Feedback

to Followers?
Improved performance
Follower career development
Dyadic Relationship
development

41

How is Feedback Best

Given in the Early
Stages of the
Relationship?
42

How is Feedback
Best Given?

Early Stages of Dyad

Provide prompt feedback

Have accurate facts on performance problem
Avoid a rush to judgment
Be specific in stating deficiency
Explain negative impact of ineffective
behavior
Deal with behavior, not personalities
Stay calm & professional

43

How is Feedback
Best Given in the
Later Stages of
the Relationship?
44

How is Feedback
Best Given

Later Stages of Dyad

Help follower identify reasons for poor performance

Ask follower to suggest remedies
Arrive at agreement on specific action
Show desire to be of help
Build followers self confidence
Deal with behavior, not personalities

45

How do You
Describe an
Effective
Follower?

46

Effective Followers
Described as courageous, responsible,
and proactive
Found to be active in the two
followership characteristics
Independent, critical thinking
Behavior to include:
Decision Making
Problem Solving

47

Styles of Followership
Alienated followers:

Passive behavior but independent,

critical thinkers

Capable but unwilling to take part in

problem solving & decision making

48

Styles of Followership

(Contd.)

Conformist followers:

Not active in critical, independent

thinking but are active participants

Yes people
Order followers
Avoid conflict

49

Styles of Followership

(Contd.)

Passive followers:

Not active in either critical, independent

thinking or participation

Leader is expected to do all the thinking

Require constant supervision
Never do more than jobs call for

50

Styles of Followership

(Contd.)

Effective followers:

Are critical, independent thinkers and

active in the group

Committed, innovative, creative, hard working

Take risks and do not avoid conflict
Best interest of the organization

51

Styles of Followership

(Contd.)

Pragmatic followers:

A mixture of the other four styles

Change as the situation changes
Know how to work the system
Often seen as political

52

How to be an Effective Follower

Offer support
Take initiative
Coach & counsel the

leader
Raise issues &
concerns
Seek honest
feedback

Clarify your role &

expectations
Show appreciation
Keep the leader
informed
Resist influencing the
leader inappropriately

53

Delegation
The process of
assigning to a
subordinate the
responsibility and
authority for
accomplishing
objectives
54

Why Delegate?
To have more time for higher-

priority tasks
To increase productivity
To train & develop subordinates
To reduce manager stress

55

Obstacle to Delegation
Managers who want to do it all
themselves

Habit
Fear
That subordinate will fail
That your leader expects you to do it

56

Solving
Employees
Problems

Tasks with
Developmental
Potential

Paperwork
Routine Tasks

What
What To
To
Delegate
Delegate
Technical
Matters
57

How to Delegate
Explain the need & why the

employee has been selected

Set objectives to include deadline
& level of authority
Develop a plan
Establish control checkpoints
Hold employees accountable
Commit it all to writing
58

Discussion Question 1
What are the
differences
between in-groups
and
out-groups?

59

Discussion Question 2
How do quality leader-member
exchange relationships
influence follower behavior?

60

Discussion Question 3
How does a leaders
first impression and
perception of a
follower influence
the quality of their
relationship?

61

Discussion Question 4
What are the
three stages of
the life cycle
model of LMX
theory?

1.?
2.?
3.?

62

Discussion Question 5
How can a followers
perception or attribution of
a leader influence their
relationship?

63

Discussion Question 6
What is the presence of bias

in the LMX relationship?

What is its potential impact
on out-group and in-group
members of the organization?

64

Discussion Question 7
How do education and
experience, described as
follower influencing
characteristics, affect
effective followership?

65

Discussion Question 8
What are some of the
benefits of delegating?

66

Discussion Question 9
What are some
things that a
leader should
not delegate?

67