Matakuliah
Tahun
Versi
: MPG09344-010 / Leadership and Organisation
: 2005
: versi/revisi 0
Pertemuan 10
Dyadic Role-Making Theories and
Followership
1
Learning Outcomes
After studying this chapter students should be able to:
• Understand how attributions and implicit theories influence follower
perception and evaluation of a leader.
• Understand how leader behaviour is influenced by attributions about the
motives and skills of subordinates.
• Understand why different dyadic relationships develop between a leader
and subordinates.
• Understand the major findings in research on leader-member exchange
theory and the limitations of this research.
• Understand appropriate ways to manage a subordinate who has
performance deficiencies.
• Understand what follower can do to have a more effective dyadic
relationship with their leader.
• Understand how some aspects of leadership can be replaced by follower
self-management.
• Understand why it is important for managers to integrate their leader and
follower roles.
2
Outline Materi
•
•
•
•
•
•
•
•
•
Leader-Member Exchange Theory
Leader Attributions About Subordinates
Follower Attributions and Implicit Theories
Follower Contributions to Effective Leadership
Self-management
Integrating Leader and Follower Roles
Summary
Review and Discussion Questions
Cases
3
Pertemuan 5
Dyadic Role-Making Theories and
Followership
4
LEADER-MEMBER EXCHANGE THEORY
•
•
•
•
•
Initial version of LMX Theory
Extended Version of the theory
Measurement of LMX
Research on the correlates of LMX
Evaluation of LMX theory and research
5
• How well does your leader understand your job problems and
needs?
not a bit
a little
a fair amount
quite a bit
A great deal
• How well does your leader recognize your potential?
Not at all
a little moderate
mostly
fully
• How would you characterize your working relationship with your
leader?
extremely ineffective
worse than average
average
better than average
extremely effective
• What are the chances that your leader would use his or her own
power to help you solve problems in your work?
none
small
moderate
high
very high
Sample items from the LMX
6
• Research correlation of LMX
• Evaluation of LMX theory and research
7
Leader attribution about subordinates
• Two-stage attribution model
• Research on the model attribution an d
LMX
• Impression management by followers
• Applications: Correcting performance
deficiencies
– Gather information about the performance
problem
– Try to avoid attributional biases
8
– Provide corrective feedback prompts
– 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
9