Leadership

Theory, Application, Skill Development

1st Edition

Robert N. Lussier and Christopher F. Achua

.

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MANAGEMENT TRAINING SPECIALISTS
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Copyright © 2001 South-Western College Publishing

 Chapter 6
Dyadic Relationships
Followership
Delegation
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-1
 Chapter 6
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.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-2
 Dyadic
• The
relationship
between a
leader and
each follower
in a work unit.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-3
 Dyadic Theory
• Explains why leaders vary their
behavior with different
followers.

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-4
 Dyadic Approach:
Stages of Development
Vertical-Dyad Individualized leader-subordinate
interactions creating in-groups and
Linkage Theory out-groups.

Leader-Member Focus is on the quality of each dyad

Exchange and its effects on organizational
outcomes over time.

Leaderships can aspire to build

Team Building positive relationships with all
subordinates, not just chosen few.

Systems and Creating positive dyadic relationships

across traditional boundaries
Networks to include a larger network.

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-5
 Vertical Dyad Linkage
(VDL) Theory
• In-group...those • Out-group...those
subordinates subordinates with
with strong social little or no social
ties to their ties to their leader,
leader in a people strictly task
oriented style. oriented
relationship.

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-6
 Dyadic Theory
Team Building
• Effective leaders
should aspire to
establish
relationships with
all members, not
just a few special
individuals.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-7
 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.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-8
 High Quality LMX
Relationships
• Characterized by
greater levels of
loyalty,
commitment,
respect, affection,
mutual trust, and
possibly mutual
liking between
leaders and
members.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-9
 LMX Scale
• the most commonly used instrument
for defining and measuring the
quality of relationships.

10..........20..........30..........40..........50
High Quality Low Quality

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-10
 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.
Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-11
 Follower Key Influencing
Characteristics
Power
Position

Locus of Control Education and Experience

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-12
 Paperwork
Solving
Employee’s Routine Tasks
Problems
What To
Delegate

Tasks with Technical

Developmental Matters
Potential

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing 6-13