NOTES TOPIC 6

Dyadic  Approach

 What is a dyadic leader relationship?

Dyadic

The personalized and individualized relationship between a leader and each follower in a
work unit

What is the purpose of Dyadic Theory? Dyadic Theory explains why leaders vary their
behavior with different followers.

4 Stages of development / dyadic approach

1.Vertical Dyadic Linkage Theory

2.Leader-Member Exchange (LMX) 

3.Team Building

4.Systems and Networks

Vertical linkage model relationships.

 Vertical Dyadic Linkage (VDL) Theory

Leader treats all followers in same way (ALS)

Leader treats different follower differently (VDL)

Vertical Dyad Linkage (VDL)  focus on identification of  how leader develop one to one
relationship with followers and how it creates in groups and out groups

Dyad relationship may develop at informal level or formal level

The selective relationship may lead to in group 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 and top down influence.

 
The characteristics of In Groups

 (Close circle of leader) :

1. People-oriented relationship
2. High mutual trust
3. High exchange
4. Two-way loyalty
5. Mutual influence
6. Special favors from leader
7. High attention, support, guidance and feedback from leader

The characteristics of  Out Groups

 (Distant group):

1. Task-oriented relationship
2. Low exchange
3. Lack of trust
4. Not much loyalty
5. Little or no mutual influence

Leader-Member Exchange (LMX)

 LMX Theory Assumption of LMX theory:

1. Leaders or supervisors have limited time, resources, attention, discretion and energy
so he use this selectively among followers

      2.Leaders have different quality relationship with different followers

      3.High quality LMX (more support, reward power, involvement in decision making)

4. Low quality LMX (low consideration, formal supervision, less support, coercive
influence, compliance, authoritative behavior, lesser involvement in decision.

LMX Theory - defines as the quality of the exchange relationship between an employee and
his or her boss. Quality of leader-follower relationship is more predictive of individual and
organizational productivity then trait and behavior of leader.

LMX Life Cycle Model

Stage 1

Leader & follower conduct themselves as strangers

 - Testing acceptable behavior

  - Negotiating the relationships
 - involves :Impression Management, Ingratiation

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

Stage 3

 Roles reach maturity

 Mutual commitment to organization
 In-group / Out-group level.

Team building view / dyadic approach.

 Dyadic Theory -Team Building

Effective leaders should aspire to establish relationships with all members, not just a few
special individuals.

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.
 Organization is system of interrelated parts. Effective leader need to develop
effective relationship with other groups and external members to gain support and
resources.

3 Follower influencing characteristics.

 The  followers are the people who are being influenced by a leader. There are no leaders
without the followers and many characteristics of good leadership are found in highly
effective followers.

The Styles of Followership :

1. Alienated follower 
2. Conformist followers 
3. Passive followers 
4. Effective followers  
5. Pragmatic followers 

3 Follower influencing characteristics:

 1. Power Position
2. Education and Experience
3. Locus of Control

 Delegation

 Delegation  is a process of assigning to a subordinate the responsibility and authority for
accomplishing objectives.

Why leaders  should  delegate?

1. To have more time for higher-priority tasks

2. To increase productivity
3. To train & develop subordinates
4. To reduce manager stress

What To Delegate?

1. Paperwork
2. Routine Tasks
3. Solving Employees’Problems
4. Tasks with Developmental Potential
5. Technical Matters

How To Delegate?

1. Explain the need & why the employee has been selected
2. Set objectives to include deadline & level of authority
3. Develop a plan
4. Establish control check points
5. Hold employees accountable
6. Commit it all to writing