Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.
-
Upload
rudolf-stephens -
Category
Documents
-
view
215 -
download
0
Transcript of Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.
![Page 1: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/1.jpg)
CHAPTER 9Dyadic Relations and Followers
9-1Copyright© 2013 Pearson Education Leadership in Organizations
![Page 2: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/2.jpg)
Learning Objectives
After studying this chapter, you should be able to:
Understand why different dyadic relationships develop between a leader and subordinates.
Understand how leaders are influenced by attributions about subordinates.
Understand appropriate ways to manage a subordinate with performance deficiencies.
Copyright© 2013 Pearson Education Leadership in Organizations 9-2
![Page 3: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/3.jpg)
Learning Objectives (Cont.)
Understand how leaders and followers attempt to manage impressions.
Understand how attributions and implicit theories influence follower perception of a leader.
Understand how followers can have a more effective dyadic relationship with their leader.
Copyright© 2013 Pearson Education Leadership in Organizations 9-3
![Page 4: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/4.jpg)
LEARNING OBJECTIVE 1
Copyright© 2013 Pearson Education Leadership in Organizations 9-4
Understand why different dyadic relationships develop
between a leader and subordinates
![Page 5: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/5.jpg)
Theories
Leader-member exchange
Attribution model
Upward impression management
Follower-based
Copyright© 2013 Pearson Education Leadership in Organizations 9-5
![Page 6: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/6.jpg)
Leader-Member Exchange
Exchange Relationship Formed based on: Personal compatibility Subordinate competence
Results in either: High Exchange Low Exchange
Copyright© 2013 Pearson Education Leadership in Organizations 9-6
![Page 7: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/7.jpg)
LEARNING OBJECTIVE 2
Copyright© 2013 Pearson Education Leadership in Organizations 9-7
Understand how leaders are influenced by attributions
about subordinates
![Page 8: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/8.jpg)
Cognitive Processes of Attribution
Two-stage model Attribution Response
Other attribution determinants Position power Type of exchange
Copyright© 2013 Pearson Education Leadership in Organizations 9-8
![Page 9: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/9.jpg)
LEARNING OBJECTIVE 3
Copyright© 2013 Pearson Education Leadership in Organizations 9-9
Understand appropriate ways to manage a subordinate with
performance deficiencies
![Page 10: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/10.jpg)
Guidelines for Correcting Performance Deficiencies
Gather performance information Avoid attribution biases Provide corrective feedback Describe deficiency Explain ineffective behavior impact Remain professional
Copyright© 2013 Pearson Education Leadership in Organizations 9-10
![Page 11: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/11.jpg)
Guidelines for Correcting Performance Deficiencies
(Cont.)
Mutually identify causes Ask for subordinate suggestions Express confidence Offer help Reach action agreement Summarize and verify
Copyright© 2013 Pearson Education Leadership in Organizations 9-11
![Page 12: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/12.jpg)
LEARNING OBJECTIVE 4
Copyright© 2013 Pearson Education Leadership in Organizations 9-12
Understand how leaders and followers attempt to manage
impressions
![Page 13: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/13.jpg)
Impression Management
Impression Management Tactics Exemplification Ingratiation Self-Promotion
Impression Management by Followers Impression Management by Leaders
Copyright© 2013 Pearson Education Leadership in Organizations 9-13
![Page 14: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/14.jpg)
LEARNING OBJECTIVE 5
Copyright© 2013 Pearson Education Leadership in Organizations 9-14
Understand how attributions and implicit theories influence
follower perception of a leader
![Page 15: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/15.jpg)
Follower Perceptions of Leaders
Determinants of Follower Attributions
Timely indicators Success Positive performance trend Direct Action Innovation External conditions
Copyright© 2013 Pearson Education Leadership in Organizations 9-15
![Page 16: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/16.jpg)
Follower Perceptions of Leaders (Cont.)
Constraints Intentions and competence Personal qualities Mood of the follower Leader-follower similarity Follower identification with group
Copyright© 2013 Pearson Education Leadership in Organizations 9-16
![Page 17: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/17.jpg)
Follower Attribution and Implicit Theories
Implications of Follower Attributions about Leaders
Implicit Leadership Theories
Copyright© 2013 Pearson Education Leadership in Organizations 9-17
![Page 18: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/18.jpg)
LEARNING OBJECTIVE 6
Copyright© 2013 Pearson Education Leadership in Organizations 18-9
Understand how followers can have a more effective dyadic relationship with their leader
![Page 19: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/19.jpg)
Follower Contribution to Effective Leadership
Follower identities
Integrate roles
Copyright© 2013 Pearson Education Leadership in Organizations 9-19
![Page 20: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/20.jpg)
Guidelines for Followers
Find out what is expected Take initiative Keep boss informed Verify information accuracy Encourage honest feedback
Copyright© 2013 Pearson Education Leadership in Organizations 9-20
![Page 21: Dyadic Relations and Followers 9-1Copyright© 2013 Pearson Education Leadership in Organizations.](https://reader036.fdocuments.in/reader036/viewer/2022081516/56649d825503460f94a67cbe/html5/thumbnails/21.jpg)
Guidelines for Followers (Cont.)
Support change efforts Show appreciation Challenge flawed proposals Resist inappropriate influence attempts Provide appropriate upward coaching
Copyright© 2013 Pearson Education Leadership in Organizations 9-21