2. Chapter 5 Dyadic Role-Making Theories and Followership
Matakuliah : A Kepemimpinan
Tahun : 2008/2009
Chapter 5 Dyadic Role-Making Theories and Followership

3. Learning Objectives
Understand how the atribute and implisit theory influence follower percepection and leader evaluating
Understand how leader behavior is influences by motivation atribut and follower skill
Understand dyadic relation develop between leader and members
Understand discovery of research about the theory of leader exchange and members
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4. Learning Objectives
Understand how to manage a follower who lack of work
Understand the follower can do posses dyadic relation more effective to their leader
Understand the aspect of leader can be changed by follower management
Understand the most important thing for manager to integrate leader role and their followers
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5. Leader Atribution Follower
Atribution model of two paces
Research on the model
Atribution and LMX (Leader-Member-Xchange)
Management to bee seen by follower
Improvement of working performance
To collect the information of performance problem
Effort to avoid atribution apriory
Feed back of corrective quickly
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6. Leader Atribution Follower
Explain the lack of specific problem
Explain negative inpact of un effective behavior
Be quite and professional
Identity the reason of low working performance
Asking the follower give sugestion of improvement
Stage to assist the follower
Reaching the commit of spesific problem
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7. Theory of Leade Member Exchange
Theory LMX
Development of LMX theory and measurement
Relationship the theory of LMX and other variable
Evaluating the theory and LMX research
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8. Follower Attributions and Implicit Theories
Determination of follower atribute
The theory of implisit leadership
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9. Follower Contributions to Effective Leadership
The follower who brave
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10. Self-Management Self management strategies Behavior strategies
Cognitive strategies
How leaders encourage self management
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11. Integrating Leader and Follower Roles
There is dual roles
The interest of leader to follower v.v
The leaders quide, push and back up changing
Solving of role conflict
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