DYADIC THEORIES AND

FOLLOWERSHIP

BY:

GLORIA H. VILLEGAS

JOBERLEE B. ERAN

MPSM-2
DYADIC THEORY

• focus on the concept of exchange between a leader and a

follower, a relationship known as a dyad

• involves a perspective that examines why leaders have more

influence over and greater impact on some followers than on
other followers
DYADIC THEORY
• argues that leaders do not uniformly broadcast a trait such
as self-confidence or a behavior such as people-
orientation that is received equally by each subordinate

• argues that a single leader will form different relationships

with different followers
FOLLOWERSHIP
• is the process of attaining one’s individual
goals by being influenced by a leader into
participating in individual or group efforts
toward organizational goals in a given
situation
• conveys the idea of a relationship
between leaders and followers
 2 General Types of Linkages or Relationships:
1. Expanded and negotiated role responsibilities (extra-
roles) – In-group
• relationships marked by mutual trust, respect, liking
and reciprocal influence
• receive more information, influence, confidence, and
concern than out-group members

2. Formal employment contract (defined roles) – Out-group

• relationships marked by formal communication based
on job descriptions
Within an organizational work unit, followers become
a part of the in-group or the out-group based on how well
they work with the leader and how well the leader works with
them.
 IN-GROUP OUT-GROUP

 the subordinates developed close  were not key players in the work unit
relationships with the leader and often
became assistants who played key roles
in the functioning of the work unit

 had high access to the leader  tended to be passive and did not have
positions of influence or access to the
leader

 expressed greater mutual influence and  tended not to experience positive leader
collaborative effort with the leader, and relationships and influence, and the leader
they had opportunities to receive greater was more likely to use formal authority
rewards and perform additional duties and coercive behavior on these
subordinates
 IN-GROUP OUT-GROUP

 Followers are interested in negotiating  Followers are not interested in taking on

with the leader on what they are willing to new and different job responsibilities
do for the group

 They receive more information, influence,

confidence, and concern from their
leaders

 They are more dependable, more highly

involved and more communicative

 They do extra things for the leader and  They are less compatible with the leader
the leader does the same for them and usually just come to work, do their
job, and go home
STRENGTHS:

1. It is a strong descriptive theory. It makes sense to describe

work units in terms of those who contribute more and those who
contribute less to the organization. Leaders have special
relationships with certain people who do more and get more

2. It is unique. It is the only leadership approach that makes the

concept of the dyadic relationship the centerpiece of the leadership
process.
STRENGTHS:

3. It is noteworthy. It directs our attention to the importance of

communication in leadership. Communication is the vehicle
through which leaders and followers create, nurture, and sustain
useful exchanges
4. It provides an important alert for leaders. It serve as a good
reminder for leaders to be fair and equal in how they approach
each of their followers
5. It is related to positive organizational outcomes. It is related
to performance, organizational commitment, job climate,
innovation, and many other important organizational variables.
REFERENCE
• Daft, R. (1999). Leadership Theory and Practice. Orlando, FL: The Dryden
Press.
• Owie, E. (2017). Leadership, followership and dyadic role making: A review.
Advances in Multidisciplinary & Scientific Research Journal, 3(3) 21-24.
Retrieved August 27, 2019 from www.academia.edu.
• Northouse, P. (2016). Leadership Theory and Practice (7th ed.). California,
USA: Sage Publications, Inc.
 THE LEADER-MEMBER EXCHANGE (LMX) PROCESS

Role Role
Routinization
Taking Making

When a new member joins An informal and unstructured In this phase, a pattern of
the organization, the negotiation on work-related ongoing social exchange between
leader assesses the talent factors takes place between the the leader and the member
leader and the member. A becomes established. The constant
and abilities of the member
member who is similar to the social exchange between the
and offers them leader is more likely to succeed. A leader and the new member give
opportunities to betrayal by the member at this rise to a pattern. The members of
demonstrate their stage may result in him being the in-group work hard and
capabilities. relegated to the out-group. value the leader’s opinion.
LEADERSHIP MAKING MODEL
GEORGE B. GRAEN AND MARY UHL-BIEN

• Leaders should form special relationships with all followers

• Leader should offer each follower an opportunity for new roles/
responsibilities
• Leaders should nurture high-quality exchanges with all followers
• Leaders should focus on building trust and respect with all followers-rather
than focusing on differences
• Make the entire work group an IN-GROUP
 TEAM BUILDING OR PARTNERSHIP BUILDING
BY GEORGE B. GRAEN AND MARY UHL-BIEN

Leadership Making Model

Mature
Stranger Acquaintance
Partnership
Phase Phase Phase

Increased social "in kind" exchanges that are

Formal and exchanges and the behavioral and emotional, by
contractual sharing of information loyalty, by support, by mutual
interactions and resources on a respect, by trust, and by a high
personal and work level. degree of incremental influence
 SYSTEMS AND NETWORKS

• This larger network of the leader may cross to other work units and
organizational boundaries.

• In this stage, leader’s relationship is not only limited to his/her

relationship to the subordinates but also to peers, teammates, and
other stakeholders relevant to the group.

• The theory suggest that there is a need for the leader to build
networks of one-on-one relationships and to use their traits and
behaviors selectively to create positive relationship with as many
people as possible.
 CRITISMS

1. Inadvertently supports the development of privileged groups in the

workplace; appears unfair and discriminatory.
2. The basic theoretical ideas of LMX are not fully developed
• How are high-quality leader–member exchanges created?
• What are the means to achieve building trust, respect, and obligation? What
are the guidelines?
3. Because of various scales and levels of analysis, measurement of
leader–member exchanges is being questioned
 APPLICATIONS
• Applicable to all levels of management and different types of organizations;
• Directs managers to assess their leadership from a relationship perspective;
• Sensitizes managers to how in-groups and out-groups develop within their
work units;
• Can be used to explain how CEOs strategically develop special relationships
with select individuals in upper management;
• Can be used to explain how individuals create leadership networks at various
levels throughout an organization;
• Can be applied in different types of organizations—volunteer, business,
education, and government settings;
REFERENCE
• Daft, R. (1999). Leadership Theory and Practice. Orlando, FL: The Dryden
Press.
• Owie, E. (2017). Leadership, followership and dyadic role making: A review.
Advances in Multidisciplinary & Scientific Research Journal, 3(3) 21-24.
Retrieved August 27, 2019 from www.academia.edu.
• Northouse, P. (2016). Leadership Theory and Practice (7th ed.). California, USA:
Sage Publications, Inc.
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership:
Development of leader-member exchange (LMX) theory of leadership over 25 years:
Applying a multi-level multi-domain perspective. The leadership quarterly, 6(2), 219-
247