This document provides an overview of a leadership retreat taking place from August 15-17, 2012. It includes the names of six leaders attending, as well as an introduction to dyadic theory and its four stages of development. The retreat activities are designed to build teamwork, communication, and trust through challenges that require collaboration, such as paddling a kayak while blindfolded or racing up a mountain while strapped together.

1. Kinesemediaologists
presents a
Muskoka Leadership Retreat
August 15th, 16th, 17th 2012

2. Our Leaders
Clayton Wong Leanne Phillips Paul Gill
Brianne Hurley Tori Petersen Mia Giffen
Darren Gonzales

3. Prologue
http://www.youtube.com/watch?v=Pnnsx-55NCI

4. Dyadic
The textbook translation of dyadic is: the individualized relationship
between a leader and each follower in a work unit
In turn, the dyadic theory: is an approach to
leadership that attempts to explain why leaders
vary their behaviour with different followers
This theory argues that there is not one leadership quality that will get the same reaction
from every follower in the work unit.
Instead, there is separate relationships between a leader and followers that will motivate
different reactions to the leader, whether it be positive or negative or everything in
between

5. Dyadic
The dyadic approach has four stages of development:
The Vertical Dyadic Linkage Theory (VDL)
The Leader-Member Exchange (LMX)
Team Building
Systems and Network

6. Workplace Web
Throw ball of yarn around the class until all participating students have a ‘corner’.
When you catch the yarn, identify your position within the school.
Pick a position to be eliminated, designated student will let go of their corner.
Positions on either side of released yarn must also let go of their corner.
What is the result of this chain reaction?

7. Vertical Dyadic Linkage Theory
A leader creates a one-on-one relationship with followers
Often leads to:
- In groups
- Out groups

8. In Groups
- Strong social ties
- High mutual trust
- Respect
- Loyalty
- Influence

9. Out Groups
- Few or no social ties
- Strictly work related
- Task-centred

10. Delegation
- To assign tasks and responsibility to accomplish objectives
Delegating
- Giving employees new tasks

11. Helium Stick
http://www.youtube.com/watch?v=BxTNsa1mMqA

12. Helium Stick
Now it’s your turn to play !
 Only the leader is allowed to speak and can administer
one other person to talk at a time.
 Line up in two rows which face each other.
 Ask participants to point their index fingers and hold their
arms out.
 Lay the Helium Stick down on their fingers. Get the group
to adjust their finger heights until the Helium Stick is
horizontal and everyone's index fingers are touching the
stick.

13. Pros for Manager
- more time for high-priority task
- lessen work load
- increased communication with employee

14. Pros for Employee
trains employee
improves self-esteem
increase communication with manager
opportunity to prove capability

15. LMX Theory
Leader - Member Exchange Theory
The quality of exchange relationship between an
employee and his/her superior.

16. LMX Theory
High Quality
Exchange
• Better social support
• More recourses
• More guidance for
Career Development
Low Quality
Exchange
• Less support
• More formal supervision
• Little or no involvement in
decision making

17. LMX Theory
High Quality Exchange
Followers reciprocate with
– Citizenship behaviours
– Excellent performance

18. LMX Theory
Underlying Assumption
• Leaders do not interact with everyone EQUALLY
• Leads to different qualities of exchanges

19. LMX Theory
Strong Social Ties
(In group)
• Receive higher
performance
rating
Weak Social Ties
(Out group)
• Provide higher
positive feedback
• Receive Lower (about the company)
performance
rating
• Provide lesser
positive
feedback (about the
company)

20. LMX Theory
Social Capital
Follower(s) Leader(s)
• are expected to • Have to pay
attention
work harder
• be loyal • Remain responsive
• have more admin to needs and feelings
duties • Cannot resort to
• This helps them get coercion
ahead • Have to pursue and

21. LMX Theory
Three Stage Process to Developing Posi5ve LMX Rela5ons

22. Three Stage Process
First Stage
• Tes5ng (acceptable limits)
• Impressions Management
(Performance vs Impression driven)
• Ingra5a5on (appear suppor5ve,
apprecia5ve and respecBul)
• Self Promo5on (effort to appear
competent and dependable)

23. Three Stage Process
Second Stage
• Leader and Follower became acquainted
(stage 1)
• Refining the roles
• Perceived fairness of Leader (crucial)

24. Three Stage Process
Third Stage
• Only some relationships advance to
this stage
• Roles reach Maturity
• Self-Interest turns into mutual
commitment

25. Factors that Determine LMX Quality
1. Followers attribution
2. Leader-follower Perceptions of each other
3. Situational factors

26. Effective leader-follower feedback
- a feeling of significance
- a sense of belonging

27. Limitations to LMX Theory
 Measurement – attitudes and perceptions
 Instrumentation
◦ A questionnaire filled out by followers (LMX-7)
◦ LMSX – asses different aspects of the LMX theory
 Perceived competence or behaviour of the other person
◦ Further research on instrumentation is needed

28. Bias in LMX
Employee career implications
 Followers win the liking of their leader
◦ Higher performance rating
 History of high performance rating
 Promotion

30. Followership
Followership refers to the behaviour of followers, that results from the leader-follower
influence relationships.

31. Followership
new trend shifting away from early theories that solely focused on leaders, now there is more attention given to
followers and the leader-follower relationships
from an early age we are taught to be leaders, not followers, but effective leadership requires
both leaders and followers
societal views on followers have contributed to our limited knowledge of followership
followers are often ignored in explaining organizational success or failure
leadership is a correlation that is jointly produced by leaders and followers

32. Followership
Leaders are just one part of the duality.
Effective leadership requires effective followership
no work unit or organization can be successful
without sufficient followers
good followers who give input that influence
managers are crucial to the success of any
organization
Without followers there are no leaders.

33. 5 Types of Followers
Alienated Follower:
is someone who is low on involvement, yet high on critical thinking.
individual who feels mislead and unappreciated by his of her own organization of work
completely capable but unwilling to participate in developing solutions to problems
happy dwelling on the negative and ignoring the positives as far as organizational life goes

34. 5 Types of Followers
Conformist Follower:
is someone who is high on involvement, yet low on critical thinking.
Conformist’s are the
people who always say
yes in the organization
but they carry out orders
without considering the
consequences first. A
conformist will do
anything to avoid conflict.

35. 5 Types of Followers
Passive Follower:
is someone who is neither high on critical thinking nor involvement.
looks to others to do all the thinking and does not get involved in any way
also called the invisible follower
need constant supervision
never go beyond the job description
They are often described as lazy, incompetent and unmotivated.

36. 5 Types of Followers
Effective Follower:
is someone who is high on critical thinking and involvement.
not afraid to take risks
do not shy away from conflict
have the courage to initiate change
put themselves as risk of conflict even with their
leaders to serve the best interest of the organization
act very well in self managed teams
Managers best asset because they are reliable and competent.

37. 5 Types of Followers
Pragmatic Follower:
exhibits a little of all four styles-depending on prevailed situation.
tend to be “stuck in the middle” most of the time
personality with both positive and negative sides
Positive : when the group is going through desperate times, the
pragmatic follower knows how to work the system to get things
done
Negative: this behaviour can be seen as adjusting to try and
maximize self-interest

38. Adventure Race
In the water section, teams will have to
work TOGETHER to paddle a kayak
across the lake.
This will help build on both communication and teamwork
techniques as they will be having to co-ordinate rowing patterns
and constantly be working together.
Additionally, the team-mate at the back will be
blindfolded.

39. Adventure Race
When teams reach the other side of the lake:
groups of 2 combine to make groups of 4.
members previously blindfolded,blindfold unblinded members
teams will race up a mountain while
strapped together (Every other member being blindfolded)
This is going to be a difficult challenge as
teammates will have to really rely on one another
in order to get to the desired CHECKPOINTS.

40. Adventure Race
There will be 3 checkpoints along the way:
Blindfolded members may remove their blindfolds only at a checkpoint, to assist the other
teammates in completing the puzzle.
The puzzles will require patience and communication.
Teammates may decide to step up and become leader, this may cause tension within the group.
Puzzles can become very frustrating and time
consuming but will help build on their teamwork
while under pressure.
The first team to reach the finish line wins !!

41. Final Ceremony
To finish off the retreat there will be an award
ceremony, recognizing the best teamwork,
communication and trust exhibited throughout the
entirety of the trip.