Managing dyadic interaction in organizational leadership Foundation of Dyadic Approach. Investigation strategies. Measuring Dyadic Quality of Interaction. Compatibility as a Determinants of Dyadic Interactions. Behavioral Consequences of Quality of Interaction. Dyadic Interactions: Making the Connections. Role development and the leader.

1. DEFENDER:
LEADER:
• UMAR KHALID 0034

2. CONTENTS OF
PRESENTATION:
1 . F O U N D AT I O N O F D YA D I C
A P P R O A C H .
2 . I N V E S T I G AT I O N S T R AT E G I E S .
3 . M E A S U R I N G D YA D I C Q U A L I T Y O F
I N T E R A C T I O N .
4 . C O M PAT I B I L I T Y A S A
D E T E R M I N A N T S O F D YA D I C
I N T E R A C T I O N S .
5 . B E H AV I O R A L C O N S E Q U E N C E S O F
Q U A L I T Y O F I N T E R A C T I O N .
6 . D YA D I C I N T E R A C T I O N S : M A K I N G
T H E C O N N E C T I O N S .

3. THE FOUNDATION OF DYADIC
APPROACH:
D YA D I C A P P R O A C H :
T H E A P P R O A C H T H AT I N C L U D E :
 L E A D E R S H I P A P P R O A C H .
 A LT E R N AT I V E V D L A P P R O A C H
 C O N C E P T U A L I Z AT I O N .
 AV E R A G E L E A D E R S H I P S T Y L E

4. LEADERSHIP APPROACH:
Leadership that focus on:
 Traits or fixed personality characteristics.
Behavior trends concerned with:
 Leader supportiveness.
 Friendliness.
 Consideration .
 Consultation with subordinates.
 Openness of communication.
Behavioral approaches identifying two dimensions:
 Focus on people.
 Focus on task.

5. ALTERNATIVE VDL &
CONCEPTUALIZATION:
Vertical Dyadic Linkage (relationship b/w leader and subordinates).
• Unique factor differentiate leader with the members
Conceptualization:
• The phenomenon provide that leader can and does behave differentially with
the different subordinates in workgroup.
Two assumptions:
• All member are treated as homogenous.
• Leader is believe is to behave essentially in same toward all.

6. AV E R A G E L E A D E R S H I P
S T Y L E :
A L S I S S T Y L E O F L E A D E R S H I P.
F O C U S E D O N T H E L E A D E R ` S A C T I O N S
A N D N E E D S W I T H I N T H E G R O U P
D Y N A M I C .
S T Y L E S I N C L U D E S :
• D E M O C R AT I C .
• A U T O C R AT I C .
• T R A N S F O R M AT I O N A L .
• T R A N S A C T I O N A L .

7. THEORETICAL BASES:
• An attempts is made to trace the roots of
differentiation.
• Both parties involves organization and role
occupant.
Negotiability of roles:
• The interaction that develop between leader and
member.
• The process of negotiable involve inducements
and contribution from both parties.

8. ROLE DEVELOPMENT AND
THE LEADER:
• Organization is a network of interdependent
activities.
• Bureaucratic conceptualization (-ve impact).
• Democratic conceptualization (+ve impact).
• Employee's position directly effected by role
performance of focal member
• Having direct control over organization
resources.
• Provide a number of ways to attain the goals.

9. ROLE DEVELOPMENT BY THE
MEMBERS:
• Structured tasks.
• Unstructured task.
Three stages:
• Role taking.(member`s motivation, orientation and skill
evaluation by leader).
• Role making.(dyadic relationship)
• Role reutilization. Reutilization(Crystallized, unstructured
task)
Two categorise:
In-group.
Out-group.

10. ALS VS. VDL
ALS:
• Leaders treats all members
the same.
• Differences are due to
errors of perception or
measurement
• Focus on style.
• Reasonable constant.
• Negotiating latitude.
• Workforce dependency.
VDL:
• Leaders do not adopt a
single leadership style.
• Behave differently towards
different group members.
• Focused on behaviour.
• Unique factor.
• Closer relationship.
• Communication and job
satisfaction.

11. LEADER MEMBER EXCHANGE
(LMX):
Leader Member Exchange (LMX) is:
• Styles of leadership.
• Focus on the relationship between leaders
and members.
The relationship taking place by:
• In-group.
• Out-group.

12. CONSEQUENCE OF LMX:
• J O B S AT I S FA C T I O N .
• O R G A N I Z AT I O N A L C O M M I T M E N T.
• J O B P E R F O R M A N C E .
• H I G H P E R F O R M A N C E R AT I N G S .
• I N - G R O U P M E M B E R S .
• O U T- G R O U P M E M B E R S .

15. OBJECTIVE OF RESEARCH:
• D E V E L O P M U LT I D I M E N S I O N A L
M E A S U R E M E N T S .
• I N C O R P O R AT E S T H E Q U A L I TAT I V E A S
W E L L A S B E H AV I O R A L A S P E C T S .
• L E A D E R - M E M B E R S I N T E R A C T I O N S .
• Q U A L I T Y O F I N T E R A C T I O N S .
• A C H I E V E M E N T S O R I E N TAT I O N S .
• I N F L U E N C I N G T H E D YA D S C O N C E P T S .

16. INVESTIGATION
STRATEGIES
C H A P T E R 2

17. PERSONAL
ORIENTATION:
F O U R N E E D S :
• A C H I E V E M E N T S . ( D E S I R E F O R
A C C O M P L I S H M E N T ) .
• A F F I L I AT I O N S . ( S E N S E O F
I N V O LV E M E N T ) .
• A U T O N O M Y. ( S E N S E O F S E L F -
D E T E R M I N AT I O N ) .
• D O M I N A N C E . ( S E N S E T O TA K E
C O N T R O L O F A S I T U AT I O N ) .

18. ORGANIZ ATIONAL
CL IMATE:
F I V E D I M E N S I O N S :
A C H I E V E M E N T. ( O N D E M A N D
P R O G R E S S ) .
I N D E P E N D E N C E . ( F R E E D O M T O W O R K ) .
P O W E R . ( P R E S S U R E F O R T H E S TA N D A R D
O F P E R F O R M A N C E ) .
C O M M I T M E N T. ( O U T C O M E D I M E N S I O N S ) .

19. INFLUENCE STRATEGIES:
• Informal support. (from friends, colleges).
• Ingratiation. (target achievements).
• Personalize exchange. (personal favors exchange).
• Persuasion. (persuading the target person).
• Reasoning. (rationality).
• Extrinsic satisfaction.(respect received, job securities).
• Intrinsic satisfaction.(growth development, challenged).

20. MEASUREMENTS
• Personal Attributes.
• Perceive Climate.
• Preference leadership style.
– Authoritarian.
– Participative.
– Nurturing-task.

21. DYADIC QUALITY
OF
INTERACTIONS
C H A P T E R 3

22. DEVELOPMENT OF
SCALE:
E VA L U AT E B O T H D YA D .
T H R E E D I M E N S I O N S
• P E R C E I V E D C O N T R I B U T I O N .
• L O YA LT Y.
• A F F E C T S .

23. MEASUREMENT
OF SCALE:
• W E E D I N G O U T T H E W E A K I T E M S .
• M O D I F Y I N G T H E A M B I G U O U S O N C E .
• L O YA LT Y.
• Q U A L I T Y O F I N T E R A C T I O N S C A L E .
• E X C H A N G E F R A M E W O R K .

24. PSYCHOMETRIC
PROPERTIES:
Refers to provide:
• Reliability (refers to the consistency)
• Validity (refers to the test results'
accuracy)
• Personality characteristics.
• Aptitude (or cognitive abilities).

25. C O M P AT I B I L I T Y A S A
D E T E R M I N A N T S O F D YA D I C
I N T E R A C T I O N S
C H A P T E R 4

26. MURRAY IDENTIFIED THE NEEDS:
• N E E D F O R A C H I E V E M E N T
( C O M P E T I T I V E B E H AV I O R T O W A R D S
E X C E L L E N C E )
• N E E D F O R P O W E R ( T O C O N T R O L
E N V I R O N M E N T A R O U N D S E L F )
• N E E D F O R A U T O N O M Y ( D E S I R E F O R
I N D E P E N D E N C E )
• N E E D F O R A F F I L I AT I O N ( AT T R A C T I O N
T O A N O T H E R O R G A N I S M )

27. CONJECTURES OF
NEEDS:
I N L M X / V D L F R A M E W O R K F O C U S O N :
• E VA L U AT I O N O F P E R S O N A L
O R I E N TAT I O N .
• L E A D E R ` S Q U A L I T Y O F
I N T E R A C T I O N .
• M E M B E R ` S Q U A L I T Y O F
I N T E R A C T I O N .

28. LEADERSHIP ORIENTATIONS:
• M O R E PAR T I C I PAT I V E .
• M O R E AU T H O R I TAT I V E .
• AV E R A G E & D YAD I C .
• B E H AV I O U R O R S T Y L E .

29. CONJECTURES OF LEADERSHIP:
Member's perceptions will be higher when:
• Leader's style and member's preference(in contributions)
• Leaders styles and member preferences( on affects).
• Quality of exchange(LMX,attention & lattitude).

30. CLIMATE PERCEPTION:
Individual's conscious choice based on:
• Environment or a situations that fits well with their styles and
preferences.
• Collaborate follow the process of self-selection.
• Psychological climate.
• Social environment.

31. CONJECTURES:
M E M B E R ' S P E R C E I V E D W I L L B E H I G H E R
W H E N M AT C H E D B E T W E E N :
• P E R S O N A L O R I E N TAT I O N S & C L I M AT E
P E R C E P T I O N ( C O N T R I B U T I O N ) .
• P E R S O N A L O R I E N TAT I O N & C L I M AT E
P E R C E P T I O N ( A F F E C T ) .
• Q U A L I T Y O F E X C H A N G E ( L M X ,
AT T E N T I O N , L AT I T U D E ) .

32. PERSONAL PERCEPTION &
QUALITY OF INTRACTION:
• Leader' perception of the quality of intraction.
• Member's perception of intraction & exchange.
• Leadership style & quality of intraction.
• Member' attention.
• Member' lattitude.
• Member's affect.
• Member's LMX.

33. BEHAVIOURAL
CONCEQUENCES
OF THE QUALITY
OF INTERACTION.
C H A P T E R 5

34. INFLUENCE STRATEGIES:
• Assertiveness forceful telling and demanding.
• Exchange of benefit exchange of favor and personal scarifies.
• Ingratiation making other feel important.
• Manipulation influencing other and being influenced.
• User of sanction reward or punished.
• Defiance and threat for consequences of negativity.

35. POWER INFLUENCE:
• P O W E R I S A F U N D A M E N TA L C O N C E P T
A N D I S M U LT I FA C E T E D .
• D E P E N D I N G U P O N T H E I R A I M S A N D
R E Q U I R E M E N T.
• P O W E R A N D I N F L U E N C E A R E N O T
S Y N O N Y M O U S .
• P O W E R I S T H E A B I L I T Y T O
I N F L U E N C E .
• C L O S E L I N K S B E T W E E N T H E T W O .

36. SOURECES OF POWER
INFLUENCES:
• Source of influence in a social relationship have identified different style of
power.
Types of power:
1. Coercive power( is the ability of a manager to force an employee to follow
an order)
2. Remunerative power( is the ability to obtain compliance in exchange for
material resources.)
3. Normative power( is the ability to obtain compliance by manipulating
symbolic rewards)
4. Reward power(give some type of reward to an employee, tangible or
intangible)
5. Legitimate power( derive from your formal position or office held in the
organization's hierarchy of authority)

37. LEADERSHIP AND BASES OF
POWER:
• The direct link between power and leadership.
• Leadership styles in conjunction with the reward and
punishment.
• Participative leadership showed more private acceptance than
directive leadership.
• The leader exerted more formal, referent and expert power in
crisis situations than in non crisis situation.

38. L EADERSHIP AND
INFLUENCE
STRATEG IES:
Q U A L I T Y O F I N T E R A C T I O N ( P E R C E I V E D
C O N T R I B U T I O N A N D A F F E C T )
D E P E N D I N G U P O N :
• L E A D E R ` S I N F L U E N C E
S T R AT E G I E S ( D O W N W A R D ) .
• M E M B E R ` S I N F L U E N C E
S T R AT E G I E S ( U P W A R D ) .

39. ZERO - ORDER
CORREL ATION:
F O U R P R E D I C T O R :
• P E R C E I V E D C O N T R I B U T I O N .
• A F F E C T S .
• AT T E N T I O N .
• L AT I T U D E .

40. DIMENSIONS OF
L EADER BEHAVIOR:
• C O N S I D E R AT I O N .
• I N I T I AT I N G S T R U C T U R E .
• S I T U AT I O N A L C O N T I N G E N C I E S .
• D I R E C T I N G S U P E R V I S I O N .
• C O M M U N I C AT I O N N E T W O R K I N G .

41. DYADIC
INTERACTION:
MAKING THE
CONNECTION.
C H A P T E R 6

42. ANTECEDEN TS OF
QUALIT Y OF
EX CHANG E:
T H R E E I N T E R A C T I O N :
• P E R S O N A L W I T H P E R S O N A L
O R I E N TAT I O N S .
• L E A D E R S H I P W I T H L E A D E R S H I P
O R I E N TAT I O N S .
• P E R S O N A L O R I E N TAT I O N S W I T H
L E A D E R S H I P.

43. INTEGRATION OF FINDINGS,
CONCLUSIONS:
Three broad aim:
• Develop comprehensive measure of the interaction between
leader and the member.
• Identify relevant antecedent factor that determine the equality of
interaction.
• Impact of consequences on working dynamics.

44. LIMITATIONS ON RESEARCH:
• More focus toward Quality of work rather longitudinal work.
• Conducting research with low sample size.
• Nature of outcome variables(performance, productivity,
turnover).
• Having different dyadic exchange in public and private sector.
• Major limitation is lack of major focus on reality(working culture,
environment, leadership exchanges..)