1. Dyadic Role Making, Attributions, and Followership
Chapter 5
Dyadic Role Making, Attributions, and Followership
© 2006 Prentice Hall Leadership in Organizations

2. Learning Objectives
Understand how attributions 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 individual subordinates
Understand the major findings in research on leader-member exchange theory and the limitations of this research
© 2006 Prentice Hall Leadership in Organizations

3. Learning Objectives
Understand appropriate ways to manage a subordinate who has performance deficiencies
Understand what followers can do to have a more effective dyadic relationship with their leader
Understand how follower self-management can substitute for some aspects of leadership
Understand why it is important for managers to integrate their leader and follower roles
© 2006 Prentice Hall Leadership in Organizations

4. Leader-Member Exchange Theory
Initial Version of LMX Theory
Role-Making Stages
Measurement of LMX
© 2006 Prentice Hall Leadership in Organizations

5. Leader-Member Exchange Theory
Research on Correlates of LMX
Evaluation of LMX Theory and Research
Ambiguity about the nature of the exchange relationship
More elaboration about how exchange relationships evolve over time
Clearer description of how a leader’s dyadic relationships affect each other and group performance
Incorporation of attributional processes
Incorporation of situational variables
More longitudinal research
© 2006 Prentice Hall Leadership in Organizations

6. Leader Attribution About Subordinates
Two-Stage Attribution Model
The manager tries to determine the cause of the poor performance
The manager tries to select an appropriate response to correct the problem
Types of Attributions
Internal
Effort
Ability
External
© 2006 Prentice Hall Leadership in Organizations

7. Reasons for an External Attribution
The subordinate has on prior history of poor performance on similar tasks
The subordinate performs other tasks effectively
The subordinate is doing as well as other people who are in a similar situation
The effects of failures or mistakes are not serious or harmful
The manager is dependent on the subordinate for his or her own success
The subordinate is perceived to have other redeeming qualities
The subordinate has offered excuses or an apology
Evidence indicates external causes
Managers with prior experience doing the same kind of work as the subordinate
© 2006 Prentice Hall Leadership in Organizations

8. Leader Attribution About Subordinates
Research on the Model
Attributions and LMX
Type of exchange relationship influences manager’s attribution
Less critical when there is a high-exchange relationship
Effective performance more likely to be attributed to internal factors where there is a high-exchange relationship
Ineffective performance more likely to be attributed to external factors when there is a high-exchange relationship
Opposite is true for low-exchange relationships
© 2006 Prentice Hall Leadership in Organizations

9. Correcting Performance Deficiencies
Gather information about the performance problem
Try to avoid attributional biases
Provide corrective feedback promptly
Describe the deficiency briefly in specific terms
Explain the adverse impact of ineffective behavior
Stay calm and professional
© 2006 Prentice Hall Leadership in Organizations

10. Correcting Performance Deficiencies
Mutually identify the reasons for inadequate performance
Ask the person to suggest remedies
Express confidence in the person
Express a sincere desire to help the person
Reach agreement on specific action steps
Summarize the discussion and verify agreement
© 2006 Prentice Hall Leadership in Organizations

11. Follower Attribution and Implicit Theories
Determinants of Follower Attributions
Timely indicators of performance
Direct versus indirect actions
Response in a crisis
External conditions
Constraints on leader’s decisions and actions
Leader’s intentions and competency
Leader’s personal qualities
Implicit Leadership Theories
© 2006 Prentice Hall Leadership in Organizations

12. Impression Management
Impression Management Tactics
Exemplification
Ingratiation
Self-Promotion
Intimidation
Impression Management by Followers
Impression Management by Leaders
© 2006 Prentice Hall Leadership in Organizations

13. Follower Contribution to Effective Leadership
The Courageous Follower
Need to implement decisions made by a leader and challenge misguided or unethical decisions
Willing to risk leader’s displeasure
Take time and effort to help a leader grow and succeed
Strong commitment to the organization and its mission
© 2006 Prentice Hall Leadership in Organizations

14. Self-Management Strategies How Leaders Encourage Self-Management
Behavioral Strategies
Self-reward
Self-punishment
Self-monitoring
Self-goal setting
Self-rehearsal
Cue modification
Cognitive Strategies
Positive self-talk
Mental rehearsal
How Leaders Encourage Self-Management
© 2006 Prentice Hall Leadership in Organizations

15. Guidelines for Followers
Find out what you are expected to do
Take the initiative to deal with problems
Keep the boss informed about your decisions
Verify the accuracy of information you give the boss
Encourage the boss to provide honest feedback to you
© 2006 Prentice Hall Leadership in Organizations

16. Guidelines for Followers
Support leader efforts to make necessary changes
Show appreciation and provide recognition when appropriate
Challenge flawed plans and proposals made by leaders
Resist inappropriate influence attempts by the boss
Provide upward coaching and counseling when appropriate
© 2006 Prentice Hall Leadership in Organizations