yukl chapter 09
Post on 14-Apr-2017
214 Views
Preview:
TRANSCRIPT
CHAPTER 9Dyadic Relations and Followers
9-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in
Organizations
Learning ObjectivesAfter studying this chapter, you should
be able to: Understand why different dyadic
relationships develop between a leader and subordinates.
Understand how leaders are influenced by attributions about subordinates.
Understand appropriate ways to manage a subordinate with performance deficiencies.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-2
Learning Objectives (Cont.)
Understand how leaders and followers attempt to manage impressions.
Understand how attributions and implicit theories influence follower perception of a leader.
Understand how followers can have a more effective dyadic relationship with their leader.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-3
LEARNING OBJECTIVE 1
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-4
Understand why different dyadic relationships develop between a
leader and subordinates
Theories
Leader-member exchange
Attribution model
Upward impression management
Follower-based
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-5
Leader-Member ExchangeExchange Relationship Formed based on: Personal compatibility Subordinate competence
Results in either: High Exchange Low Exchange
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-6
LEARNING OBJECTIVE 2
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-7
Understand how leaders are influenced by attributions
about subordinates
Cognitive Processes of Attribution
Two-stage model Attribution Response
Other attribution determinants Position power Type of exchange
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-8
LEARNING OBJECTIVE 3
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-9
Understand appropriate ways to manage a subordinate with
performance deficiencies
Guidelines for Correcting Performance Deficiencies
Gather performance information Avoid attribution biases Provide corrective feedback Describe deficiency Explain ineffective behavior impact Remain professional
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-10
Guidelines for Correcting Performance Deficiencies (Cont.)
Mutually identify causes Ask for subordinate suggestions Express confidence Offer help Reach action agreement Summarize and verify
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-11
LEARNING OBJECTIVE 4
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-12
Understand how leaders and followers attempt to manage
impressions
Impression Management Impression Management Tactics
Exemplification Ingratiation Self-Promotion
Impression Management by Followers Impression Management by Leaders
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-13
LEARNING OBJECTIVE 5
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-14
Understand how attributions and implicit theories influence
follower perception of a leader
Follower Perceptions of Leaders
Determinants of Follower Attributions
Timely indicators Success Positive performance trend Direct Action Innovation External conditions
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-15
Follower Perceptions of Leaders (Cont.)
Constraints Intentions and competence Personal qualities Mood of the follower Leader-follower similarity Follower identification with group
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-16
Follower Attribution and Implicit Theories
Implications of Follower Attributions about Leaders
Implicit Leadership Theories
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-17
LEARNING OBJECTIVE 6
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 18-9
Understand how followers can have a more effective dyadic relationship with their leader
Follower Contribution to Effective Leadership
Follower identities
Integrate roles
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-19
Guidelines for Followers
Find out what is expected Take initiative Keep boss informed Verify information accuracy Encourage honest feedback
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9-20
top related