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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 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
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