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Dyadic Relations and Followers
9-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations
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
 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
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
 Leader-member exchange
 Attribution model
 Upward impression management
 Follower-based
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-5
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
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-7
Understand how leaders are
influenced by attributions about
subordinates
 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
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-9
Understand appropriate ways to
manage a subordinate with
performance deficiencies
 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
 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
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-12
Understand how leaders and
followers attempt to manage
impressions
 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
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
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
 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
 Implications of Follower Attributions about
Leaders
 Implicit Leadership Theories
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-17
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
 Follower identities
 Integrate roles
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-19
 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
 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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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