Leader Follower Relationship
COURSE: BUS 6030
COURSE DESCRIPTION: LEADERSHIP AND MANAGEMENT OF CHANGE
LECTURER: PROF. C. GETECHA
SEMESTER: FALL
YEAR: 2012
TERM PAPER: LEADER FOLLOWER RELATIONSHIPS
GROUP 4 MEMBERS NAMES: STUDENT ID No: 1. Stephen Omuga 637854 2. Daisy Oria 623319 3. Fredrick Njokih 636057
Table of Contents 1. DYADIC THEORY 4 1.1. Introduction 4 1.2. Evolution of the Dyadic theory 4 1.2.1. Vertical Dyad Linkage (VDL) Theory 5 1.2.2. Leader–Member Exchange (LMX) Theory 6 1.2.3. Team Building 6 1.2.4. Systems and Networks 6 1.3. An in-depth look at the theory as a whole 7 1.3.1. The Influence of LMX on Follower Behavior 8 1.3.2. The Three-Stage Process for Developing Positive LMX Relations 9 1.3.3. Factors that Determine LMX Quality 10 1.3.4. Effective Leader–Follower Feedback 11 1.3.5. Limitations of LMX Theory Application 11 1.3.6. Bias in LMX: Employee Career Implications 12 2. FOLLOWERSHIP 13 2.1. Critical factors affecting leader-follower relationships 13 2.2. Effective follower types 13 2.3. Guidelines to becoming an effective follower 15 2.4. Determinants of follower influence 16 2.4.1. Follower Relative Power Position 16 2.4.2. Follower Locus of Control 17 2.4.3. Follower Education and Experience 17 2.5. Dual role of being a follower and a leader 18 3. DELEGATION 19 3.1. Benefits of Delegation 19 3.2. Signs of delegating too little 20 3.3. Delegation Decisions 20 3.4. Delegating with the Use of a Model 21
DYADIC THEORY
Introduction
Dyadic refers to the individualized relationship between a leader and each follower in a work unit.Dyadic theorists focus on the development and effects of separate dyadic relationships between leaders and followers. Dyadic theory is an approach to leadership that attempts to explain why leaders vary their behavior with different followers.
The dyadic approach concentrates on the heterogeneity of dyadic relationships, arguing that a single
COURSE DESCRIPTION: LEADERSHIP AND MANAGEMENT OF CHANGE
LECTURER: PROF. C. GETECHA
SEMESTER: FALL
YEAR: 2012
TERM PAPER: LEADER FOLLOWER RELATIONSHIPS
GROUP 4 MEMBERS NAMES: STUDENT ID No: 1. Stephen Omuga 637854 2. Daisy Oria 623319 3. Fredrick Njokih 636057
Table of Contents 1. DYADIC THEORY 4 1.1. Introduction 4 1.2. Evolution of the Dyadic theory 4 1.2.1. Vertical Dyad Linkage (VDL) Theory 5 1.2.2. Leader–Member Exchange (LMX) Theory 6 1.2.3. Team Building 6 1.2.4. Systems and Networks 6 1.3. An in-depth look at the theory as a whole 7 1.3.1. The Influence of LMX on Follower Behavior 8 1.3.2. The Three-Stage Process for Developing Positive LMX Relations 9 1.3.3. Factors that Determine LMX Quality 10 1.3.4. Effective Leader–Follower Feedback 11 1.3.5. Limitations of LMX Theory Application 11 1.3.6. Bias in LMX: Employee Career Implications 12 2. FOLLOWERSHIP 13 2.1. Critical factors affecting leader-follower relationships 13 2.2. Effective follower types 13 2.3. Guidelines to becoming an effective follower 15 2.4. Determinants of follower influence 16 2.4.1. Follower Relative Power Position 16 2.4.2. Follower Locus of Control 17 2.4.3. Follower Education and Experience 17 2.5. Dual role of being a follower and a leader 18 3. DELEGATION 19 3.1. Benefits of Delegation 19 3.2. Signs of delegating too little 20 3.3. Delegation Decisions 20 3.4. Delegating with the Use of a Model 21
DYADIC THEORY
Introduction
Dyadic refers to the individualized relationship between a leader and each follower in a work unit.Dyadic theorists focus on the development and effects of separate dyadic relationships between leaders and followers. Dyadic theory is an approach to leadership that attempts to explain why leaders vary their behavior with different followers.
The dyadic approach concentrates on the heterogeneity of dyadic relationships, arguing that a single