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Yukl chapter 09
- 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
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-6
- 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