LEAD 701 Yukl chapter09

1. Dyadic Relations and Followers
9-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

2. After studying this chapter, you should be
able to:
 Understand why different dyadic relationships
develop between a leader and subordinates.
 Understand how leaders are influenced by
attributions about subordinates.
 Understand appropriate ways to manage a
subordinate with performance deficiencies.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-2

3.  Understand how leaders and followers attempt
to manage impressions.
 Understand how attributions and implicit
theories influence follower perception of a
leader.
 Understand how followers can have a more
effective dyadic relationship with their leader.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-3

4. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-4
Understand why different dyadic
relationships develop between a
leader and subordinates

5.  Leader-member exchange
 Attribution model
 Upward impression management
 Follower-based
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-5

6. Exchange Relationship Formed based on:
 Personal compatibility
 Subordinate competence
Results in either:
 High Exchange
 Low Exchange
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7. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-7
Understand how leaders are
influenced by attributions about
subordinates

8.  Two-stage model
 Attribution
 Response
 Other attribution determinants
 Position power
 Type of exchange
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-8

9. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-9
Understand appropriate ways to
manage a subordinate with
performance deficiencies

10.  Gather performance information
 Avoid attribution biases
 Provide corrective feedback
 Describe deficiency
 Explain ineffective behavior impact
 Remain professional
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-10

11.  Mutually identify causes
 Ask for subordinate suggestions
 Express confidence
 Offer help
 Reach action agreement
 Summarize and verify
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-11

12. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-12
Understand how leaders and
followers attempt to manage
impressions

13.  Impression Management Tactics
 Exemplification
 Ingratiation
 Self-Promotion
 Impression Management by Followers
 Impression Management by Leaders
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-13

14. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-14
Understand how attributions and
implicit theories influence
follower perception of a leader

15. Determinants of Follower Attributions
 Timely indicators
 Success
 Positive performance trend
 Direct Action
 Innovation
 External conditions
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-15

16.  Constraints
 Intentions and competence
 Personal qualities
 Mood of the follower
 Leader-follower similarity
 Follower identification with group
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-16

17.  Implications of Follower Attributions about
Leaders
 Implicit Leadership Theories
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-17

18. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 18-9
Understand how followers can
have a more effective dyadic
relationship with their leader

19.  Follower identities
 Integrate roles
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-19

20.  Find out what is expected
 Take initiative
 Keep boss informed
 Verify information accuracy
 Encourage honest feedback
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-20

21.  Support change efforts
 Show appreciation
 Challenge flawed proposals
 Resist inappropriate influence attempts
 Provide appropriate upward coaching
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-21