Chapter 5
Dyadic Role-Making Theories and
Followership
© 2002 Prentice Hall, Inc.
Learning Objectives
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Understand how attributes and implicit
theories influence follower perception
and evaluation of a leader.
Understand how leader behavior is
influenced by attributions about the
motives and skills of subordinates.
Understand why different dyadic
relationships develop between a leader
and subordinates.
© 2002 Prentice Hall, Inc.
Learning Objectives
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Understand major research findings on
leader-member exchange theory and
the limitations of this research.
Understand appropriate ways to
manage subordinates who have
performance deficiencies.
Understand what followers can do to
have a more effective dyadic
relationship with their leader.
© 2002 Prentice Hall, Inc.
Learning Objectives
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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.
© 2002 Prentice Hall, Inc.
Leader-Member Exchange
Theory
Describes the role making
processes between a leader and an
individual subordinate, and how
leaders develop different
exchange relationships over time
with various subordinates.
© 2002 Prentice Hall, Inc.
Leader Attributions About
Subordinates
Leaders attribute the major cause
of poor performance to something
internal to the subordinate or to
external problems beyond the
subordinates control.
© 2002 Prentice Hall, Inc.
Follower Attributions and
Implicit Theories
Followers use information about
leader actions, changes in the
performance of the team or
organization, and external
conditions to reach conclusions
about responsibility for success or
failure.
© 2002 Prentice Hall, Inc.
Follower Contributions to
Effective Leadership
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Find out what you are expected to do.
Take initiative to deal with problems.
Keep boss informed about decisions.
Verify accuracy of information.
Encourage honest feedback from boss.
Support leader efforts in changes.
Show appreciation and provide recognition.
Challenge flawed plans of leaders.
Resist inappropriate influence attempts.
Provide upward coaching and counseling.
© 2002 Prentice Hall, Inc.
Self-Management
Sometimes called selfleadership or selfcontrol, selfmanagement is a set
of strategies people
use to influence and
improve their lives.
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Behavioral strategies
Cognitive strategies
© 2002 Prentice Hall, Inc.
Integrating Leader and
Follower Roles
Many members of an
organization have
the dual roles of
leader and follower,
such as a middle
manager who leads
an organizational
unit and follows a
higher-level
manager.
© 2002 Prentice Hall, Inc.
Summary
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LMX theory describes how leaders develop
different relationships over time with
different subordinates.
Attribution theory explains a manager’s
reactions to mistakes or failures by a
subordinate.
How followers view leader competence and
intentions has implications for leader
effectiveness.
© 2002 Prentice Hall, Inc.
Summary
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Followers can plan an important role
improving leadership by providing
accurate information, challenging weak
decisions, and giving support and
encouragement.
Self-management can be used to
empower employees.
All leaders are also followers.
© 2002 Prentice Hall, Inc.