Low quality lmx relationships are characterized by

Leader-Member Exchange and Followership

Chapter 7 Part Two: Team Leadership

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Learning Outcomes

Describe the two subgroups that can form under Vertical Dyadic Linkage Theory.

Define the two kinds of relationships that can occur between a leader and followers under Leader-Member Exchange Theory.

Describe the role of the leader and follower in influencing LMX relationships.

Discuss the main criticisms of LMX Theory.

Describe the two behaviors used in the Kelley Model and the resulting five follower types.

Briefly describe the three factors that can enhance a follower’s influence.

List five things a leader should delegate.

An effective evaluation should accomplish at least three things – Name them.

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From Vertical Dyadic Linkage Theory to Leader-Member Exchange Theory

Some suggest the quality of relationship between a leader and a follower is more predictive of follower outcomes than traits or behaviors of leaders.

Vertical dyadic linkage (VDL) theory focuses on how the relationship (or linkage) between a leader and follower can affect leadership.

In the 1980’s VDL was renamed the leader-member exchange theory (LMX).

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Vertical Dyadic Linkage Theory

Supporters of VDL believe leadership is better understood by examining dyads (pairs of relations) made up of a leader and follower (a vertical hierarchy).

Rather than focus on Average Leadership Style (ALS) which treats all subordinates equally.

A dyad is defined as the individualized relationship between a leader and each follower in a work unit.

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Dyadic Theory

Dyadic theory approaches leadership as an exchange relationship which develops between a leader and a follower over time during role-making activities.

VDL theory argues a leader will form different relationships with different followers.

The leader treats followers differently leading to creation of in-groups and out-groups.

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In-Groups and Out-Groups

The in-group includes followers with strong social ties to their leader in a supportive relationship characterized by high mutual trust, respect, loyalty, and influence.

Leaders influence with expert, referent, and reward power.

The out-group includes followers with few or no social ties to their leader, in a strictly task-centered relationship characterized by low exchange and top-down influence.

Leaders influence with position power.

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Discussion Questions

In your opinion, can a leader maintain a personal friendship with some members of his or her work group or team without creating the perception of in-groups (those in his or her social circle) and out-groups (those outside his or her social circle)?

What should a leader do to dispel any notion or misperception that there are in-groups and out-groups in his or her work unit?

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Leader-member exchange (LMX) is the quality of the exchange relationship between a leader and a follower.

Leaders have LMXs that vary in quality.

This relationship only extends to the formal employment contract.

This relationship results in higher job satisfaction and better performance.

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High-quality social exchanges

Low-quality LMX relationships

Factors That Influence LMX Relationships

LMX relationships are based on social exchanges,

meaning there is reciprocity.

According to LMX theory, a leader,

varies behavior according to the quality of the interpersonal relationship with each individual.

The leader and the follower both influence the exchange relationship.

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Discussion Question

High-quality LMX relationships create a circle of reciprocity where followers feel like they should go the extra mile for a leader who supports them and the leader feels like he or she should offer the followers more support and benefits to keep their loyalty.

Do you believe this is the case in the real world or is it something different?

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The Role of the Leader

LMX relationships develop when leaders move from economic-based exchange to socially based exchange.

Followers with the latter exhibit greater organizational citizenship behavior (OCB).

Organizational citizenship behavior is individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.

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The Role of the Leader

A leader’s span of control is the number of direct followers to a particular leader.

A positive work climate provides a setting for positive LMX relationships.

Between leaders and followers and between followers.

Social identity is the degree to which members form close social ties with the group and how it subsequently influences interactions within and between group members.

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The Role of the Follower

A follower’s behavior and attributes influence how the follower is perceived.

Proactive followers:

actively seek feedback about their role expectations,

show initiative,

possess a strong commitment to work unit goals,

show a sense of responsibility for unit success, and

have the right attitude.

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The Role of the Follower

Impression management is a follower’s effort to project a favorable image to gain an immediate benefit or improve a long-term relationship with the leader.

Performance-driven motive is the seeking of information to improve work performance.

Impressions-driven motive is the desire to control how one appears to the leader.

Ingratiation is the effort to appear supportive, appreciative, and respectful.

Self-promotion if the effort to appear competent and dependable.

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Discussion Question

What do you say to those who argue that tactics used by followers to get noticed by their leader (such as impressions management, ingratiation, and self-promotion) are shameful and self-serving and should be avoided?

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Benefits of High-Quality LMX Relationships

High-quality LMX employees show more OCB,

And receive higher performance ratings in return.

The leader can help with follower’s career.

These relationships are a reciprocal exchange.

When the leader fears damaging the relationship, the follower has earned:

Social capital the set of resources that inheres in the structure of relations between members of the group, which helps them get ahead.

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Criticisms of LMX Theory

The LMX-7 questionnaire takes only the follower’s perspective.

Attribution bias in favor of some group members,

raises the question of fairness and equality.

Some criticize the predictive power of LMX theory.

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Followership

Good followership is ‘upward influencing’.

Followership is a self-conscious choice.

Followership refers to the behavior of followers that result from the leader-follower mutual influencing relationship.

A follower is a person who is under the direct influence and authority of a leader.

Effective leadership requires effective followership.

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Follower Types

Exhibit 7.1

Kelley and Chaleff were two early pioneers who brought focus to the role of followers in the leadership process

Kelley’s five types of followers are found in this exhibit.

Exhibit 7.1

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Types of Followers

The alienated follower is someone low on involvement yet high on critical thinking.

They feel cheated for exemplary work.

The conformist follower is someone who is high on involvement but low on critical thinking.

These are the “yes people”.

The passive follower is someone who is neither high on critical thinking nor involvement.

They simply don’t get involved.

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Discussion Question

As a leader, how will you motivate the alienated follower?

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Types of Followers

The effective follower is someone who is high on critical thinking and involvement.

They have the courage to take risks for the organization.

The pragmatic follower exhibits a little of all four styles – depending on which style fits the prevailing situation.

Advantage is this follower knows how to “work the system to get things done”.

Disadvantage is this same behavior may be viewed as “playing political games”.

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Becoming an Effective Follower

How individuals see their role as followers informs how they function.

Effective followers combine two roles:

to execute decisions made by a leader, and

to raise issues about those decisions when they are deemed misguided or unethical.

Effective followers have a high self-efficacy.

Self-efficacy is a person’s beliefs in his or her capabilities to produce at a certain level of performance.

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Guidelines to Becoming an Effective Follower

Exhibit 7.2

These behaviors distinguish followers on top-performing teams from their counterparts on marginally performing teams.

Exhibit 7.2

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Discussion Question

Can someone have a successful career by aspiring to be an effective follower?

Explain.

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Factors that can Enhance Follower Influence

Power position.

Several power types may boost upward influence.

Locus of control.

Locus of control is on a continuum between an external and internal belief over who has control of a person’s destiny.

Internal locus of control – masters of their own destiny.

External locus of control – pawns of fate.

Education and experience.

Followers can use expert power, skills, and experience.

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Factors That Can Enhance Follower Influence

Exhibit 7.3

Exhibit 7.3

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Discussion Question

Movies dealing with the prison or college environment often depict one or two prisoners/students who seem to have more influence over other prisoners/students than even the guards or administrators.

Can you think of one such case and explain why the individual was influential over other prisoners or students?

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Dual Role

Leaders are still considered followers by those higher up in the organization.

Common to switch from being a leader to being a follower several times a day.

Executing both roles effectively is a challenge, but it can be done.

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Delegation

Delegation is the process of assigning responsibility and authority for accomplishing objectives.

Effective delegation considers task, time requirement, and follower characteristics.

Leaders should delegate when:

Time is short for priority tasks,

Followers desire more challenges and opportunities, or when

Tasks match follower skill levels and experience.

Effective delegation allows people to prosper.

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Benefits of Delegation

Managers have more time to perform high-priority tasks.

Gets tasks accomplished and increases productivity.

Trains employees and improves their self-esteem.

Eases the stress and burden on managers.

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Obstacles to delegation

Managers become used to doing things themselves.

Managers fear employees will fail to accomplish tasks.

Managers believe they can perform tasks more efficiently.

Managers don’t realize importance, or know what/how to delegate.

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Delegating too little

* Taking work home. * Performing employee tasks.

* A continual feeling of pressure/stress.

* Requiring employees seek approval before acting.

* Being behind in work. * Rushing to meet deadlines.

Delegation Decisions

What to delegate

Anything you don’t have to be personally involved with due to your unique knowledge/skill.

Examples include:

Paperwork,

Routine tasks,

Technical matters,

Tasks with developmental potential, or

Employees’ problems.

What not to delegate

Anything you must be in involved with due to your unique knowledge/skill.

Examples include:

Personnel matters,

Confidential activities,

Crises, or

Activities delegated to you.

Successful delegation is selecting the task to delegate and whom to delegate it to.

Delegate to an employee with the capacity to get the job done right by the deadline.

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Steps in the Delegation Process

Model 7.1

The delegation model steps are:

For step 4, it is helpful to:

List the control checkpoints in writing,

All parties should record control checkpoints on their calendars,

Evaluate performance at each control checkpoint, and

Upon completion, provide feedback that develops knowledge of the results of work.

Model 7.1

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Evaluating Followers: Guidelines for Success

Evaluations help followers correct weaknesses.

Followers respect leaders showing honesty, understanding, and empathy.

Followers want a fair, effective evaluation.

Leaders must specifically state deficiencies and calmly explain impact on objectives.

At conclusion, follower must believe the leader desired to help and both must agree on action steps for improvement.

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Effective Evaluation and Feedback

Exhibit 7.4

Exhibit 7.4

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Key Terms

alienated follower

conformist follower

delegation

delegation model

dyad

dyadic theory

effective follower

follower

followership

impressions management

ingratiation

in-group

leader-member exchange (LMX)

locus of control

organizational citizenship behavior

out-group

passive follower

pragmatic follower

self-efficacy

self-promotion

social capital

social identity

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