Matakuliah
Tahun
Versi
: MPG09344-010 / Leadership and Organisation
: 2005
: versi/revisi 0
Pertemuan 11
Dyadic Role-Making Theories and
Followership
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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.
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Outline Materi
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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
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Pertemuan 10
Dyadic Role-Making Theories and
Followership
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– Express a sincere desire to help the person
– Reach agreement on specific action steps
– Summarize the discussion and verify
agreement
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Follower attributions and implicit theories
• Determinants of follower attributions
– The extent to which there are clear, timely
indicators of performance for the leader’s
team or organisation
– Leader’s action
– Using information about the situation
– Leader’s intention
• Implicit leadership theories
– Beliefs and assumptions about the
characteristics of effective leader
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Follower contributions to effective
leadership
• The courageous follower
• Applications: guidelines for followers
– Find out what you are expected to do
– Take the initiative to deal with problems
– Keep the boss informed about your decisions
– Verify the accuracy of information you give to
the boss
– Encourage the boss to provide honest
feedback
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– Support leader efforts to make necessary
changes
– Show appreciation and provide recognition
when appropriate
– Challenge flawed plans and proposals made
by leaders
– Resist inappropriate influence attempts by the
boss
– Provide upward coaching and counseling
when appropriate
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Self Management
• Self-management strategies
Behavoural Strategies:
• self-reward
• self-punishment
• self-monitoring
• self-goal-setting
• self-rehearsal
• cue modification
Cognitive Strategies:
• positive self-task
•Mental rehearsal
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• How leaders encourage self-management
– Encouragement
• Help subordinates develop skills in self-management
• Explaining the rationale for self-management
• Explaining how to use behavioral and cognitive selfmanagement strategies
• Encouraging efforts to use these techniques
• Providing enough autonomy to make self-management
feasible
• Model the use of self-management strategies
• Share information
• Encourage subordinates to take more responsibility
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– Empowerment of self-managed subordinates
– The potential pitfalls of empowerment in the
absence of clear agreement about objectives
and values
• Integrating leader and follower roles
– Leaders are expected to develop followers,
which may involve gradually turning over
most leadership responsibilities to one or two
subordinates designated as likely successors.
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Closing
• Summary
– Leader-member exchange theory (LMX)
describes how leaders develop different
relationships over time with different
subordinates. A favourable exchange
relationships is more likely when a
subordinate is perceived to be
competent and similar to the leader in
values and attitudes
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• The attribution theory for good or bad
performance
• Followers’ view of leaders competencies
and intentions
• Self-management as a way for followers to
empower themselves
• All leaders are also followers
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• Review and Discussion Questions
• Cases
– Cromwell Electronics
– American Financial Companies
• Supplementary Reading
– Zaleznik, A. 1977. Managers and Leaders:
Are they different?. Harvard Business Review.
• Companion Website : Exercises and
Reading
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