Dyadic Leadership
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Transcript of Dyadic Leadership
Dyadic Leadership
BY Arun George-1020806
Ashish Bagla-1020807
Donald Brian-1020809
Jacob Vergese-1020811
DYAD-Origin:late 17th century (originally denoting the number two or a pair): from late Latin dyas, dyad.
DYADIC LEADERSHIP-
-focused on the linkage or DYADIC RELATION between leader and their subordinates
-leadership is not only about leaders but it consists of both leader and subordinates and that’s why the term dyadic leadership.
NEED OF DYADIC LEADERSHIP--the relationship of leaders with different subordinates or followers are not identical-followers perception is equally important for leaders’ effectiveness.
TWO THEORIES OF DYADIC LEADERSHIP
LMX THEORY - stands for leader member exchange - Describes how a leader exchange relationships over time with sub-ordinate in the organisation.
ATTRIBUTION THEORY- examine how leaders interpret subordinate performance and decide how to react to it.
LMX THEORY ATTRIBUTION THEORY
Leader-Member Exchange Theory (LMX)
-explains that leader develop a separate exchange relationships over time with each subordinate.
-relationships are formed on the basis of personal compatibility and subordinate competence and dependability.
LEADER RELATIONSHIP
HIGHEXCHANGE
LOWEXCHANGE
HIGH EXCHANGE RELATIONS--the leader exchange high level of mutual influence i.e. better and more favourable relations with their followers. -this group of sub-ordinates is also known as in-group.-mostly formed in small number of trusted sub-ordinates. BENEFITS TO LEADERS--leader has better control over outcomes.-the employees work harder,loyal are more committed to task objectives, and share more administrative duties.
BENEFITS TO SUBORDINATES--more authority ,information and participation.-tangible awards such as pay increase and special benefits.-facilitating subordinates carrer like promotion, high visibility etc.
LOW EXCHANGE RELATIONS- also know as out-group relationship.-the leader exchange low level of mutual influence.-subordinates comply with fomal role rquirements such as duties,rules,directions from leaders and salaries for their job.
ROLE MAKING STAGES
1. INITIAL TESTING
2.EXCHANGE AGREEMENT
3.MUTURE STAGE
-evaluate each other’s motives, attitudes & potential resources.
-exchange agreement is refined.
-mutual trust, loyalty and respects are developed.
-here exchnage based on self-interest is transformed in to mutual commitment to the mission and objective of the work unit.
Just a BOSS
Not a LEADER
Working as a Team:•Exchange Relationships•Working Harmony•Dyadic leadership
Continous growth of the Organization
Measurement of LMX
Includes several aspects like, Quality of Exchange Relationships Other aspects of relationships like negotiating latitude,
incremental influence, shared values Individual attributes of the leader and subordinate
UNI-DIMENSIONAL MULTI-DIMENSIONAL
BASED ON QUESTIONAIRRES
The most widely used measure – LMX-7, a seven item scale
Sample items from the LMX-7
1.How well does our leader understand your problems and needs? Not a bit A little A fair amount Quite a bit A great deal
2.How well does your leader recognize your potential? Not at all A little Moderately Mostly Fully
3.How would you characterize your working relationship with your leader? Extremely Worse than Average Better than Extremely Ineffective Average Average Effective
4.What are the chances that your leader would use his/her power to help you solve problems in your work? None Small Moderate High Very high
Research on Correlates of LMX
Downward Exchange Relationship
Upward Exchange Relationship
Limitations and Negatives of LMX theory
It does not explain how dyadic relationships develop over time
How differentiated relationships affect overall performance by the leader’s work unit
Ambiguity about the nature of exchange relationship
Explains little about how the role making process actually occurs
Increasing differentiation of dyadic relationships - creates feelings of resentment among the low-exchange members
Hostility among members undermines necessary cooperation
Attribution Theory
Attribution theory describes the cognitive processes used by leaders to determine the reasons for effective or ineffective performance and appropriate reaction
Two-Stage Attribution Model
1. Manager tries to determine the cause of the poor performance
• Due to internal problems like lack of effort or ability
• Due to external problems beyond the subordinate’s control like resources and information were inadequate etc.
2. Manager tries to select an app. response to correct the problem
•Provide more resources, better info., removing obstacles for external atrbtn.•Set easier goals or deadlines, provide coaching for internal attribution •give warning, reprimand, punish
Guidelines for correcting performance Deficiencies
Gather information about the performance problem
Try to avoid attributional biases
Provide corrective feedback promtly
Describe the deficiency briefly in specific terms
Explain the adverse impact of ineffective behaviour
Stay calm and professional
Mutually identify the reasons for inadequate performance
Ask the person to suggest remedies
Express confidence in the person
Express a sincere desire to help the person
Reach agreement on specific action steps
Summarize the discussion and verify agreement
Follower Attributions
Determinants of Follower Attributions (of leaders):
2. Actions
1. Performance 3. Situation
4. Intentions / Competence
5. My mood
Impression Management
• It is the process of influencing how others perceive you.• Is two way – Leader (boss) follower (subordinates) • Used to generate positive effects and respect from others.
• Eg. Excuses, apologies – used in a defensive way to avoid blame
Impression Management (cont..)
TACTICS:
• Exemplification• Ingratiation• Self Promotion• Intimidation
Impression Management by Followers:
• A study found three factors-– Supervisor-focused tactics– Job-focused tactics– Self-focused tactics
• Effective tactics: ingratiation • Non – Effective tactics: Self-promotion
Impression management by leaders:
• Successes are announced / failures are suppressed • Used to avoid the appearance of failure or to shift the blame to
others• Credit taken for positive outcomes. Negative outcomes blamed on
environment
Follower Contributions to Effective Leadership
• Tendency to credit successful events to leaders obscures the significant contribution of followers
• A leader is successful only if he has motivated and competent followers.
Contributions:1. Maintaining cooperative working relationships2. Providing constructive dissent3. Sharing leader functions4. Supporting leader development
Who is a Courageous Follower?
What is Self Management????
It is a set of strategies a person uses to influence and improve his or her own
behavior
Called self-leadership or self-control and as a motivation theory.
Strategies
Behavior Cognitive
Behavior strategy:
Cognitive strategy:
Applications
Find out what you are expected to do
Take the initiative to deal with
problems
Keep the boss informed about your decisions
Verify accuracy of information you give
boss
Encourage the boss to provide honest feedback to you
Support leader efforts to make necessary changes
Show appreciation and provide recognition when appropriate
Challenge flawed plans and proposals made by leaders
Resist inappropriate influence attempts by the boss
Provide upward coaching and counseling when appropriate
THANK YOU!