Vertical linkage model relationships. Cycle leading to Pygmalion effect. Leaderships can aspire to build positive relationships with all subordinates, not just chosen few. Dyadic Theory Trends Size expands from 1-on-1 to a network between leader and followers, over time Quality of each dyad affects performance Quality of expanded relationships enhances organizational performance. People-oriented relationship High mutual trust High exchange Two-way loyalty Mutual influence Special favors from leader Out Groups are significantly less productive.
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You can change your ad preferences anytime. Upcoming SlideShare. Like this presentation? Why not share! Participating leadership, delegatio Embed Size px. Start on. Show related SlideShares at end. WordPress Shortcode. Published in: Business. Full Name Comment goes here. Are you sure you want to Yes No. No Downloads. Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide. Dyadic role-making theories and followership Seyyed Babak Alavi 2.
In addition, both parties have considerable influence on how their relationship gradually forms. Leader-member exchange theory is the most popular theory of this field. Introduction 3. The basic premise of the theory is that leaders develop separate exchange relationships with each individual subordinate as the two parties mutually define the role of the subordinate.
Quality of exchange relationship refers to the degree of emotional support and exchange of valued resources. Main ideas Leader Quality of Exchange relationship Follower 4.
This theory predict that a leader may form two groups: In-group with high quality of relationship and out-group with low quality of relationship ; As the result of this categorization, in-group members may have better chance for success, and the out-group members may fail. In-group and out-group 5. According to this theory, most leaders establish a special exchange relationship with a small number of trusted subordinates who function as assistants or advisors.
In-group members are the outcome of exchange mechanisms. Initial version of the theory 6. Extended version of the theory 7. Intuitively it makes sense to describe work units in terms of those who contribute more and those who contribute less or bare minimum to the organization.
Second, LMX theory is unique because it is the only leadership approach that makes the concept of the dyadic relationship the centerpiece of the leadership process.
Third, LMX theory is noteworthy because it directs our attention to the importance of communication in leadership. Fourth, there is a large body of research that substantiates how the practice lo LMX theory is related to positive organizational outcomes. The most recent instrument is LMX-7, which includes items related to competence, considerations, recognition, and supporting behaviors by leaders Table Although only one dimension has been identified for LMX-7 in empirical research, some have argued that the quality of exchange relationship may be multi-dimensional.
Measurement of LMX 9. A score of 3 to 4 indicates a low LMX in terms of liking. A score of 5 to 6 indicates an average LMX in terms of liking. A score of 3 to 4 indicates a low LMX in terms of loyalty. A score of 5 to 6 indicates an average LMX in terms of loyalty. A score of 3 to 4 indicates a low LMX in terms of contribution.
A score of 5 to 6 indicates an average LMX in terms of contribution. A score of 3 to 4 indicates a low LMX in terms of professional respect.
A score of 5 to 6 indicates an average LMX in terms of professional respect. Source: Adapted from Liden, R. Multidimensionality of leader-member exchange: An empirical assessment through scale development.
Journal of Management, 24, 43— Scoring Consequences of LMX A tendency to underestimate the external factors and overestimate internal factors when making judgment about other people Fundamental attribution error Self-fulfilling prophecy: It refers to an idea that expecting an event could increase the likelihood that the event would happen.
Self-fulfilling prophecy continued Positive expectations of a member are translated into such leader behaviors as delegating challenging task assignments, providing constructive feedback, desirable rewards, and training opportunities. Negative leader expectations are manifested in the delegation of routine tasks, provision of less feedback, less desirable rewards, and fewer opportunities for training.
Implicit leadership theories are beliefs and assumptions about the characteristics of effective leaders. Implicit leadership theories are gradually formed and refined as a result of actual experiences with leaders and social and cultural influences. Leaders must avoid developing beliefs and assumptions about their followers without sufficient evidence and vice versa.
Leaders and followers can appropriately use impression strategies must be ethical to enhance the quality of their relations.
Each member should perceive that there is equal opportunity based on competence rather than arbitrary favoritism. Some prescriptive implications Managing your boss. You just clipped your first slide! Clipping is a handy way to collect important slides you want to go back to later. Now customize the name of a clipboard to store your clips. Visibility Others can see my Clipboard.
Chapter 7 Dyadic Relationships, Followership, and Delegation
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Module 7 Week 7 Dyadic Relationshp, Followershp & Delegation L'SHIP-7
We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you! Published by Kevin Nichols Modified over 4 years ago. Contingency leadership variables and styles. Vertical linkage model relationships.
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