INTRODUCTION

The leader-follower relationship leadership is influenced by interactions that arise between

them, and would assume that this is the same for all fans; however dyadic relationships
indicate the leader's behavior in interpersonal and group relationships.
It is important to know the type of leadership exercised by the leader, but also the figure of
the follower is of basic importance in this regard, since not all fans are the same or act the
same way, so we will analyze the follower and the types of followers.
One of the basic functions of leadership knows how to delegate is important to understand
who, when and how to delegate points to be discussed in this chapter.
Concept of dyadic relations
Dyadic theory also called individualized approach to leadership is a leadership that tries to
explain why leaders change their behavior and effects have more influence with different
followers. This approach focuses on the various dyadic relations, noting that a leader
establishes different relationships with each of his followers.

Dyad : the relationship arising between a leader and a follower

Dyadic : it refers to the relationship between a leader and a follower each work unit
Dyadic relationship : sets the different behaviors that remains the leader with each
team member.

In the figure below you can see the four stages of evolution in the dyadic approach.

Bonding Dyadic (VDV)

The first stage in evolution is the acquisition of awareness that there is a relationship
between a leader and a follower rather than a leader among a group of followers. See,
Lussier and Achua (2005, pp . 222 et seq. )
Leader- member exchange (ILM)
The second stage proposes that the quality of the relationship between a leader and follower
is an important condition in the way that each follower is involved.
Team building
The third stage (construction equipment) explores the relationship between leader and
followers as a team concept rather than a dyad.
Systems and networks
Examines the relationship on a much broader scale, covering multiple levels and structural
units within the organization.
The dyadic approach focuses on the heterogeneity of dyadic relationships, arguing that a
single leader establish different relationships with different followers.

The leader and relationships

The vertical dyad linkage indicates how leaders are one-to-one with his followers, in an
interpersonal relationship, which results and included and excluded groups within the work
unit leader.
These relationships leader / subordinate comprise supporters with strong ties to the leader
emanates supportive relationship characterized by great confidence, respect, loyalty and
influence. The excluded group includes followers with little interpersonal relationships with
their leader, in a relationship strictly focused on tasks, characterized by little exchange and
a downward influence.
The types of characteristics of each relationship established leader with subordinates can be
seen in the figure below.
Fave Members
Away from the group
Discuss the objectives for employees; they Delivery employees specific instructions
are free to apply personal criteria to solve how to perform tasks and achieve goals
problems and achieve goals. Listen to the It shows little interest Comments and
suggestions and ideas from employees suggestions of employees.
about how to do the job. Handles errors as

Criticism or punish mistakes.

opportunities to learn .

Mainly assigned routine jobs and closely

Assigns

employees

interesting

tasks; monitors employees.

perhaps it allows the employee to choose Usually it imposes its own views.
his task.
Sometimes

It focuses on areas of poor performance

accepts

the

view

of

the

subordinate.
Commends their achievements.
Figure 2. Table Comparison of behavior leading to favorites or distant group members
( Daft , 2006, p . 66 )

The leader and intergroup relations

There is a general acceptance of the idea that effective leadership is in good relations
between leaders and followers , so must form dyads or positive relationships with each and
every one of the group members .
Establish positive relations with the whole group and not just a few, the leader works with
each subordinate on a one by one to form teams and positive relationships , to create a more
level playing field will be greater benefits for the leader , followers and organization.
The relationship between the leader and his subordinates goes beyond interpersonal and
intergroup relations , the dyadic theory recommends leader dyads to larger systems expand,
transcending functional , divisional and even organizational boundaries leaders must devise
processes and structures that allow all workers to speak , be heard , and reflect together .
Influence of followers
The leadership uses the influence on their followers to achieve a particular purpose.
Leadership is only part of duality, since there can be no leaders without followers.
Follower: one who follows the instructions, ordinances, rules or teachings of another.
This definition gives the idea that followers are passive in relations between the leader and
the follower until they are told what to do and then proceed to follow unquestioningly
figures.
Considering that all members of the organization including leadership is a follower, this
means that even with some authority on the organizational structure, at one point the leader
becomes a follower of his immediate superior, so the follower acquires active role. The
essence of the relationship between leader and followers involves reciprocity, or mutual
exchange of influence. "The followers competent, confident and motivated are essential for
the workgroup or team play any leader effectively, rather than conformist and passive role
that has been assigned to the followers" (Daft, 2006, 262) .
Therefore in effective leadership, many qualities that are desirable in a leader are the same
as must have an effective follower. Be a proactive leader and follower in which together
reach a shared vision, rather than submit to the leader's vision, contribute to that vision,

taking responsibility their work, take the initiative to solve problems and challenge the
leaders when they think they are wrong .
The leader and delegation
Delegation: process that is given to a subordinate responsibility, authority and freedom to
perform a task or activity.
Central to the leadership to achieve the objectives through the followers , and for that the
leader who delegates must:

Give power and authority to subordinate and qualified to perform a task or function

and give freedom to do it by yourself

That the person appointed has all the necessary skills, you are motivated and want
to perform the task with a commitment to responsibility.

The role of the leader who delegates will ensure that the objectives are met at all times
support and taking periodic monitoring to prevent deviations or for some unforeseen
situation, not met with the charge, so you will need to answer the following questions:
1. Who and why delegates? The leader who is saturated with tasks and activities that are
priority and sees support the delegation to focus your energy to more important activities,
which are essential to make.
2. Who? The subordinate who can make, has the ability, time and attitude to participate.
Types of delegation

Permanent: the function or activity is delegated indefinitely.

Temporary: the function or activity is delegated certain time.
Partial: when all of the function or activity is not delegated.
Singular: the delegation is assigned to one person.
Joint: a function or task is delegated to two or more people.

Advantages of the delegation

Time: Increases the leading time to focus on other activities.

Development: builds capacity and growth of the subordinate.
Confidence: shows that you can trust their subordinates.
Commitment: establishing ties of responsibility.

One of the responsibilities of a leader is the development of his followers and delegate
tasks is a way to boost the initiative, growth, management decision making and problem
solving.
The followers when they accept an activity delegate should be aware that this implies:
When you have to perform a task or additional function better perception and experience
have increased.
The interest and enthusiasm generated by undertaking new challenges. Motivation for the
trust is granted.
If it proves to be competent, you can aspire to new charges
Problems or failures are taken into delegated activities when
Delegate tasks to a subordinate when he has the capacity or time to perform them.
When not answer the responsibility delegated authority. It is controlled in excess of the
subordinate.
Do not give any follow-up delegation.
BIBLIOGRAPHY

http://www.buenastareas.com/materias/relaciones-didacticas-seguidores-ydelegacion/0