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Chapter 7 Power Points Adapted by: Dr. Jeffrey Wachtel, AUST

Leadership Theory, Application, Skill Development 1st Edition Robert N. Lussier and Christopher F. Achua. Chapter 7 Power Points Adapted by: Dr. Jeffrey Wachtel, AUST. Chapter 7. Dyadic Relationships: Leader-Member Exchange Theory Followership Delegation Adapted by Dr. Jeffrey M. Wachtel.

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Chapter 7 Power Points Adapted by: Dr. Jeffrey Wachtel, AUST

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  1. LeadershipTheory, Application, Skill Development1st EditionRobert N. Lussier and Christopher F. Achua Chapter 7 Power Points Adapted by: Dr. Jeffrey Wachtel, AUST

  2. Chapter 7 Dyadic Relationships: Leader-Member Exchange Theory Followership Delegation Adapted by Dr. Jeffrey M. Wachtel 6-1

  3. Chapter 7 Learning 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. 6-2

  4. Dyadic: Dyad is a Group of Two People • Dyadic Relationships: The relationship between a leader and each follower in a work unit. 6-3

  5. Dyadic Theory or Leader Member Exchange Theory (LMX) :Graen and Scandura • Explains why leaders vary their behavior with different followers. 6-4

  6. Vertical Dyad Linkage Theory: A Theory about Followers and the 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.

  7. Vertical-Dyad Linkage Theory Leader-Member Exchange Individualized leader-subordinate interactions creating in-groups and out-groups. Team Building Focus is on the quality of each dyad and its effects on organizational outcomes over time. Systems and Networks 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. Dyadic Approach: Stages of Development 6-5

  8. In-group...those subordinates with strong social ties to their leader in a people oriented style. High Interaction. High Trust Out-group...those subordinates with little or no social ties to their leader, a strictly task oriented relationship. Formal Vertical Dyad Linkage (VDL) Theory 6-6

  9. Dyadic TheoryTeam Building • Effective leaders should aspire to establish relationships with all members, not just a few special individuals. 6-7

  10. Dyadic ApproachSystems & Network View • Leader relationships are not limited to employees, but include peers, customers, suppliers, and other relevant stakeholders in the broader community. 6-8

  11. High Quality LMX Relationships • Characterized by greater levels of loyalty, commitment, respect, affection, mutual trust, and possibly mutual liking between leaders and members. 6-9

  12. LMX -7 Scale: Do P. 224, 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..........50 Low Quality: Out Group High Quality: In Group 6-10

  13. Experiential Exercise in building 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?

  14. Followership 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.

  15. Pygmalion 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? 6-11

  16. Followership Styles: See Figure 7-2 p. 235 • Effective Follower • Conformist Follower • Passive Follower • Alienated Follower

  17. Recommendations for Effective Followership Fig. 7-3, p. 237 • Do Exercise 7-4 p. 236 • Discuss Fig. 7-3, p. 237

  18. Follower Key Influencing Characteristics Power Position Education and Experience Locus of Control 6-12

  19. Video Case: Labelle Management • 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?

  20. Paperwork Routine Tasks Solving Employee’s Problems What To Delegate Tasks with Developmental Potential Technical Matters 6-13

  21. HOW 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.

  22. Delegation 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.

  23. W. L. Gore & Associates Case • What are the facts of the case? • Questions: p. 253

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