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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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?
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Followership Styles: See Figure Followership Styles: See Figure 7-2 p. 2357-2 p. 235
• Effective Follower
• Conformist Follower
• Passive Follower
• Alienated Follower
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Follower Key Influencing Follower Key Influencing CharacteristicsCharacteristics
Power Position
Locus of Control Education and Experience
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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?
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Tasks withTasks withDevelopmental Developmental
PotentialPotential
TechnicalTechnicalMattersMatters
Solving Solving Employee’sEmployee’sProblemsProblems
Routine TasksRoutine Tasks
PaperworkPaperwork
What ToWhat ToDelegateDelegateWhat ToWhat ToDelegateDelegate
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Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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.
•
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
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.