Dyadic Relations and Followers

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-1
 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 Inc. publishing as Prentice Hall Leadership in Organizations 9-2
  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 Inc. publishing as Prentice Hall Leadership in Organizations 9-3
 Understand why different dyadic
relationships develop between a
leader and subordinates

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-4
  Leader-member exchange

 Attribution model

 Upward impression management

 Follower-based

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-5
 Exchange Relationship Formed based on:
 Personal compatibility

 Subordinate competence

Results in either:
 High Exchange

 Low Exchange

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-6
 Understand how leaders are
influenced by attributions about
subordinates

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-7
  Two-stage model
 Attribution
 Response

 Other attribution determinants

 Position power
 Type of exchange

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-8
 Understand appropriate ways to
manage a subordinate with
performance deficiencies

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-9
  Gather performance information
 Avoid attribution biases
 Provide corrective feedback
 Describe deficiency
 Explain ineffective behavior impact
 Remain professional

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-10
  Mutually identify causes
 Ask for subordinate suggestions
 Express confidence
 Offer help
 Reach action agreement
 Summarize and verify

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-11
 Understand how leaders and
followers attempt to manage
impressions

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-12
  Impression Management Tactics
 Exemplification
 Ingratiation
 Self-Promotion

 Impression Management by Followers

 Impression Management by Leaders

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-13
 Understand how attributions and
implicit theories influence
follower perception of a leader

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-14
 Determinants of Follower Attributions

 Timely indicators
 Success
 Positive performance trend
 Direct Action
 Innovation
 External conditions

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-15
  Constraints
 Intentions and competence
 Personal qualities
 Mood of the follower
 Leader-follower similarity
 Follower identification with group

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-16
  Implications of Follower Attributions about
Leaders

 Implicit Leadership Theories

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-17
 Understand how followers can
have a more effective dyadic
relationship with their leader

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 18-9
  Follower identities

 Integrate roles

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-19
  Find out what is expected
 Take initiative
 Keep boss informed
 Verify information accuracy
 Encourage honest feedback

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-20
  Support change efforts
 Show appreciation
 Challenge flawed proposals
 Resist inappropriate influence attempts
 Provide appropriate upward coaching

Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-21