MGMT452 "What you would do" paper
xxxxzxer1u4
Ch7-LeaderFollowerRelations-BB.pptChapter 7
Leader–Follower
Relations
Evolution of the Dyadic Theory
Dyad
Refers to the individualized relationship between a leader and each follower in a work unit
Dyadic theory
Is an approach to leadership that attempts to explain why leaders vary their behavior with different followers
*
It’s Survey Time!
Leader–Member Exchange
(LMX) Theory
States Ls develop separate and unequal relationships with Fs.
Assumes Ls have limited amounts of social, personal, and org resources, and tend to distribute them among followers selectively
Leaders do not interact with all followers equally, which ultimately results in the formation of LMXs that vary in quality
*
Selection Criteria
In-group
F seen as:
- Trustworthy and loyal
- Dependable
- Competent
- Likeable
- Personally compatible with leader (values, goals)
Out-group
F seen as:
- Untrustworthy
- Unreliable
- Lacking in competence
- Not as likeable as In-group members
- Personally incompatible with leader
Characteristics of In-Groups
Participate in important decisions
Are given added responsibility
Have greater access to the leader
Experience greater support and positive influence from the leader
Reciprocity
Granted special favors from the leader
Included in social functions
*
Characteristics of
Out-Groups
Are managed according to the employment contract requirements
Receive little inspiration, support, encouragement, or recognition
Do not experience positive relationships and influence
Expected to comply with formal work requirements
*
The Influence of LMX
on Follower Behavior
The special relationship with in-group followers creates certain obligations and constraints for the leader
To maintain the relationship, the L must:
Pay attention to in-group members
Remain responsive to their needs and feelings
Rely more on time-consuming influence methods such as persuasion and consultation
Not resort to coercion or heavy-handed use of authority
*
The Influence of LMX
on Follower Behavior (cont.)
In return for these benefits, in-group members are expected to:
Be loyal to the leader
Be more committed to task objectives
Work harder
Share some of the leader’s administrative duties
Unless this cycle of behavior is interrupted, the relationship is likely to develop to a point where there is a high degree of mutual dependence, support, and loyalty
*
Bias in LMX:
Employee Career Implications
Pygmalion effect
Occurs when in-group demonstrates loyalty, commitment, dedication, and trust, As a result, they win the liking of leaders who subsequently give them higher performance ratings
These ratings, which may or may not be tied to actual performance, influence the member’s reputation, often become a matter of record, and may ultimately be used in future selection, development, and promotion decisions
*
Consequences to Out-group:
Employee Career Implications
Negative consequences (discrimination, social exclusion, self-fulfilling prophecy, minimal promotion opportunities)
To minimize this bias, train and encourage leaders to maintain high-quality LMX relationships with all followers
*
Discussion Question
What should a leader do to dispel any notion or perception that there are in-groups and out-groups in his or her work unit?
*
