Chapter 7

Dyadic Relationships,
Followership, and
Delegation
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Summary of Lecture 13 &14

Differences between behavioral and contingency leadership
theories.
Contingency leadership variables and styles.
Leadership models:
Prescriptive and Descriptive leadership models
Leadership continuum model
House Path-goal leadership model
Substitutes for leadership variables
The Normative Decision Model
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Learning Objectives
4 Stages of development / dyadic approach.
Vertical linkage model relationships.
Team building view / dyadic approach.
Systems and networks view / dyadic approach.
Cycle leading to Pygmalion effect.
3 Follower influencing characteristics.
5 Things a leader should delegate.
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Dyadic

The personalized and individualized

relationship between a leader and each
follower in a work unit

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Dyadic Theory
Explains why leaders vary their behavior with
different followers.
If ask follower about leader they will represent
different opinion
Central theme: Support for self worth
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Dyadic Approach:
Stages of Development

Vertical Dyadic
Linkage Theory

Leader-Member
Exchange (LMX)

Team Building

Systems and
Networks

Individualized leader-subordinate
interactions creating in-groups and
out-groups.
Focus is on quality of each dyad
(Quality of relationship)
and its effects on organizational
outcomes over time.
Leaderships can aspire to build
positive relationships with all
subordinates, not just chosen few.
Create positive dyadic relationships
across traditional boundaries
to include a larger network.

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Vertical Dyadic Linkage (VDL) Theory)

Leader treats all followers in same way (ALS)
Leader treats different follower differently (VDL)
VDL focus on identification of how leader develop one to
one relationship with followers and how it creates in
groups and out groups

Dyad relationship may develop at informal level

or formal level
The selective relationship may lead to in group
and out groups
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Vertical Dyad Linkage (VDL) Theory

Attempts to understand how leaders create ingroups and out-groups
In-group ...
Out-group...those
Out-group
subordinates with
those subordinates
little or no social ties
with strong social
to their leader,
ties to their leader
strictly task-oriented
in a peoplerelationship and top
oriented style.
down influence.

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

In Groups
Close circle of leader
People-oriented relationship
High mutual trust
High exchange
Two-way loyalty
Mutual influence
Special favors from leader
High attention, support, guidance and
feedback from leader
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

In Groups
Followers in return perform their task with
commitment
Give higher performance
Highly motivated
Leader use expert, referent and reward
power to influence
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Out Groups
Distant group
Task-oriented relationship
Low exchange
Lack of trust
Not much loyalty
Little or no mutual influence
Expect to follow command and comply with
work standards (managed based on
employment contract)
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

LMX Theory
Assumption of LMX theory
Leaders or supervisors have limited time, resources, attention,
discretion and energy so he use this selectively among followers
Leaders have different quality relationship with different followers
High quality LMX (more support, reward power, inovlement in
decision making)
Low quality LMX (low consideration, formal supervision, less
support, coercive influence, compliance, authoritative behavior,
lesser involvement in decision

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

LMX Theory

LXM is defines as the quality of the exchange

relationship between an employee and his or her boss
Quality of leader-follower relationship is more
predictive of individual and organizational productivity
then trait and behavior of leader

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Why should a leader bother to try to

establish effective dyadic relationship
with Out Groups?

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Dyadic Theory
Team Building

Effective leaders should aspire to establish

relationships with all members, not just a few
special individuals.
Out Groups are significantly less productive.
In-group and out-group have strong social
ties and share information with each other
Out group circle feel bias
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

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How do Dyadic Leader-Follower

Relationships Develop over Time?

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

LMX Life Cycle Model

Stage 1: Leader & follower conduct
themselves as strangers
- Testing acceptable behavior
- Negotiating the relationships
- Involves:
Impression Management
Ingratiation

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Impressions Management
A followers effort to project a favorable
image in order to gain an immediate
benefit or improve long-term
relationships with the leader
A leaders attempt to project a sense to
the followers that he/she is confident
and competent

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Ingratiation
The followers effort to appear
supportive, appreciative, and respectful
The leaders effort to appear as one of
the good guys to work for
What is Stage 2 (LMX Life Cycle)

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

LMX Life Cycle Model

Stage 2: Leader & follower become
acquainted
Further refine their roles
Mutual trust, loyalty, & respect develop
Relationships that do not move beyond Stage 1
tend to deteriorate

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

LMX Life Cycle Model

Stage 3: Roles reach maturity
Mutual commitment to
organization
In-group / Out-group level

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

The influence of LMX on follower behavior

If leader and follower possess similar attributes and perception

it create positive impact of relationship and productivity
High quality LMX relationship results in more satisfied human
resources, low turn over, high performance and promote
healthy work environment
LMX relationship bridge gap between individual values and
organizational value

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Dyadic Approach
Systems & Network View

Leader relationships are not limited to

employees, but include peers, customers,
suppliers, and other relevant stakeholders in
the broader community.
Organization is system of interrelated parts. Effective leader
need to develop effective relationship with other groups and
external members to gain support and resources
Leader need to bring group members together through
creation of networks so they reflect together and represent
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each other with in department and before other departments
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

What are the characteristics of High

Quality LMX Relationships?

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

High Quality LMX Relationships

Characterized by greater levels of loyalty,
commitment, respect, affection, mutual trust, and
possibly mutual liking between leaders and members

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

LMX Scale

Attempts to understand the quality of each

dyadic relationship & its effects on
organizational outcomes over time
Is the most commonly used instrument for
defining and measuring the quality of
relationships

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

What must exist for high quality LMX to

develop?

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

High-Quality LMX Relationships

Followers attitudes
Situational factors
Leader and follower perceptions and behaviors

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

When is a favorable LMX relationship

likely to exist?

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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Favorable LMX relationship

The subordinate is perceived to be competent &
dependable
If the followers attitudes are similar to the
leaders
A little self promotion never hurts
Effort to appear competent and dependable
Positive perception about follower
Try out: Manager ask something to do extra work
than job requirements? Response1: 31Oh No,
Response 2: Yes I am glad to do so.

Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Discussion Questions
Discussion Question 1: What are the differences between
in-groups and out-groups?
Discussion Question 2: How do quality leader-member exchange
relationships influence follower behavior?
Discussion Question 3: How does a leaders first impression and
perception of a follower influence the quality of their
relationship?
Discussion Question 4: What are characteristics of quality LMX
relationship?
Discussion Question 5: How can a followers perception or
attribution of a leader influence their relationship?
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Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning

Summary
4 Stages of development / dyadic approach.
Vertical linkage model relationships.
Team building view / dyadic approach.
Systems and networks view / dyadic approach.
Cycle leading to Pygmalion effect.
3 Follower influencing characteristics.
5 Things a leader should delegate.
33
Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning