Dyadic Leadership

BY
Arun George-1020806
Ashish Bagla-1020807
Donald Brian-1020809
Jacob Vergese-1020811
 DYAD-Origin:
late 17th century (originally denoting the number two or a pair): from late
Latin dyas, dyad.

DYADIC LEADERSHIP-

-focused on the linkage or DYADIC RELATION between leader and their

subordinates
-leadership is not only about leaders but it consists of both leader and subordinates
and that’s why the term dyadic leadership.

NEED OF DYADIC LEADERSHIP-

-the relationship of leaders with different subordinates or followers are not identical
-followers perception is equally important for leaders’ effectiveness.
 TWO THEORIES OF DYADIC LEADERSHIP

LMX THEORY ATTRIBUTION

THEORY

LMX THEORY - stands for leader member exchange

- Describes how a leader exchange relationships over time with
sub-ordinate in the organisation.

ATTRIBUTION THEORY- examine how leaders interpret subordinate performance

and decide how to react to it.
Leader-Member Exchange
Theory (LMX)
-explains that leader develop a separate exchange relationships over time
with each subordinate.
-relationships are formed on the basis of personal compatibility and subordinate
competence and dependability.

LEADER RELATIONSHIP

LOW
EXCHANGE
HIGH
EXCHANGE
HIGH EXCHANGE RELATIONS-
-the leader exchange high level of mutual influence i.e. better and more favourable
relations with their followers.
-this group of sub-ordinates is also known as in-group.
-mostly formed in small number of trusted sub-ordinates.

BENEFITS TO LEADERS-
-leader has better control over outcomes.
-the employees work harder,loyal are more committed to task objectives, and
share more administrative duties.

BENEFITS TO SUBORDINATES-
-more authority ,information and participation.
-tangible awards such as pay increase and special benefits.
-facilitating subordinates carrer like promotion, high visibility etc.

LOW EXCHANGE RELATIONS- also know as out-group relationship.

-the leader exchange low level of mutual influence.
-subordinates comply with fomal role rquirements such as duties,rules,directions
from leaders and salaries for their job.
 ROLE MAKING STAGES

3.MUTURE
STAGE

2.EXCHANGE
AGREEMENT -here exchnage based
on self-interest is
1. INITIAL transformed in to
-exchange agreement
TESTING mutual commitment
is refined.
to the mission and
-evaluate each other’s objective of the work
-mutual trust, loyalty
motives, attitudes & unit.
and respects are
potential resources. developed.
Just a BOSS

Not a LEADER
 Working as a Team:
•Exchange Relationships
•Working Harmony
•Dyadic leadership

Continous growth of the Organization

Measurement of LMX
Includes several aspects like,
 Quality of Exchange Relationships
 Other aspects of relationships like negotiating latitude,
incremental influence, shared values
 Individual attributes of the leader and subordinate

BASED ON QUESTIONAIRRES

UNI-DIMENSIONAL MULTI-DIMENSIONAL
The most widely used measure – LMX-7, a seven item scale

Sample items from the LMX-7

1.How well does our leader understand your problems and needs?
Not a bit A little A fair amount Quite a bit A great deal

2.How well does your leader recognize your potential?

Not at all A little Moderately Mostly Fully

3.How would you characterize your working relationship with your

leader?
Extremely Worse than Average Better than Extremely
Ineffective Average Average Effective

4.What are the chances that your leader would use his/her power to
help you solve problems in your work?
None Small Moderate High Very high
Research on Correlates of LMX
Downward Exchange Upward Exchange
Relationship Relationship
Limitations and Negatives of LMX theory
 It does not explain how dyadic relationships develop over time

 How differentiated relationships affect overall performance by

the leader’s work unit

 Ambiguity about the nature of exchange relationship

 Explains little about how the role making process actually

occurs

 Increasing differentiation of dyadic relationships - creates

feelings of resentment among the low-exchange members

 Hostility among members undermines necessary cooperation

Attribution Theory

Attribution theory describes the cognitive processes used by

leaders to determine the reasons for effective or ineffective
performance and appropriate reaction

Two-Stage Attribution Model

1. Manager tries to determine 2. Manager tries to select an app.

the cause of the poor
performance
• Due to internal problems like
lack of effort or ability
• Due to external problems
beyond the subordinate’s
control like resources and
information were inadequate
etc.
response to correct the problem
•Provide more resources, better
info., removing obstacles for
external atrbtn.
•Set easier goals or deadlines,
provide coaching for internal
attribution
•give warning, reprimand, punish
Guidelines for correcting performance Deficiencies
 Gather information about the performance problem
 Try to avoid attributional biases
 Provide corrective feedback promtly
 Describe the deficiency briefly in specific terms
 Explain the adverse impact of ineffective behaviour
 Stay calm and professional
 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
 Follower Attributions
Determinants of Follower Attributions (of leaders):

1. Performance 3. Situation 5. My mood

2. Actions 4. Intentions / Competence

 Impression Management

• It is the process of influencing how others perceive you.

• Is two way – Leader (boss) follower (subordinates)
• Used to generate positive effects and respect from others.

• Eg. Excuses, apologies – used in a defensive way to avoid

blame
Impression Management (cont..)

TACTICS:

• Exemplification
• Ingratiation
• Self Promotion
• Intimidation
 Impression Management by Followers:

• A study found three factors-

– Supervisor-focused tactics
– Job-focused tactics
– Self-focused tactics

• Effective tactics: ingratiation

• Non – Effective tactics: Self-promotion

Impression management by leaders:

• Successes are announced / failures are suppressed

• Used to avoid the appearance of failure or to shift the blame to
others
• Credit taken for positive outcomes. Negative outcomes blamed on
environment
 Follower Contributions to Effective
Leadership
• Tendency to credit successful events to leaders obscures the
significant contribution of followers
• A leader is successful only if he has motivated and competent
followers.

Contributions:
1. Maintaining cooperative working relationships
2. Providing constructive dissent
3. Sharing leader functions
4. Supporting leader development

Who is a Courageous Follower?

 What is Self Management????

It is a set of strategies a person uses to influence and improve his or her own
behavior
Called self-leadership or self-control and as a motivation theory.

Strategies

Behavior Cognitive
Behavior strategy:
Cognitive strategy:
 Applications

Find out what you are expected to do

Take the initiative to deal with

problems

Keep the boss informed about your decisions

Verify accuracy of information you give

boss

Encourage the boss to provide honest feedback to you

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

THANK YOU!