1. Dyadic Role-Making Theories and Followership
Chapter 5
Dyadic Role-Making Theories and Followership

2. Learning Objectives
Understand how attributes and implicit theories influence follower perception and evaluation of a leader.
Understand how leader behavior is influenced by attributions about the motives and skills of subordinates.
Understand why different dyadic relationships develop between a leader and subordinates.

3. Learning Objectives
Understand major research findings on leader-member exchange theory and the limitations of this research.
Understand appropriate ways to manage subordinates who have performance deficiencies.
Understand what followers can do to have a more effective dyadic relationship with their leader.

4. Learning Objectives
Understand how some aspects of leadership can be replaced by follower self management.
Understand why it is important for managers to integrate their leader and follower roles.

5. Leader-Member Exchange Theory
Describes the role making processes between a leader and an individual subordinate, and how leaders develop different exchange relationships over time with various subordinates.

6. Leader Attributions About Subordinates
Leaders attribute the major cause of poor performance to something internal to the subordinate or to external problems beyond the subordinates control.

7. Follower Attributions and Implicit Theories
Followers use information about leader actions, changes in the performance of the team or organization, and external conditions to reach conclusions about responsibility for success or failure.

8. Follower Contributions to Effective Leadership
Find out what you are expected to do.
Take initiative to deal with problems.
Keep boss informed about decisions.
Verify accuracy of information.
Encourage honest feedback from boss.
Support leader efforts in changes.
Show appreciation and provide recognition.
Challenge flawed plans of leaders.
Resist inappropriate influence attempts.
Provide upward coaching and counseling.

9. Self-Management
Sometimes called self-leadership or self-control, self-management is a set of strategies people use to influence and improve their lives.
Behavioral strategies
Cognitive strategies

10. Integrating Leader and Follower Roles
Many members of an organization have the dual roles of leader and follower, such as a middle manager who leads an organizational unit and follows a higher-level manager.

11. Summary
LMX theory describes how leaders develop different relationships over time with different subordinates.
Attribution theory explains a manager’s reactions to mistakes or failures by a subordinate.
How followers view leader competence and intentions has implications for leader effectiveness.

12. Summary
Followers can plan an important role improving leadership by providing accurate information, challenging weak decisions, and giving support and encouragement.
Self-management can be used to empower employees.
All leaders are also followers.