Group: Julie Corona, Joanne Fox, Cathy Jordan, Teresa Simpson
Course: EDLD 5311.0l / Fundamentals of Leadership
Date: August 5, 2008
Competency 3.0: To understand the relationship between a person’s beliefs about the
nature of man and his/her leadership behavior.
Theoretical Models
Similarities
Differences
Synergistic Leadership
Theory:
Alternative not replacement
of traditional theories
Two opposing groups:
Male behaviors
Female behaviors
Vertical Dyad Linkage
Theory
Two opposing groups:
Reciprocal Influence
Theory
Two opposing groups:
In-group
Out-group
Focus on relationship
between leader and
individual
leader affects subordinate;
subordinate affects leader
Synergistic Leadership Theory (SLT)
SLT seeks to explicate the need for a postmodernist leadership theory by providing an
alternative to and not a replacement for, traditional theories. This theory also provides a
framework for describing interactions and dynamic tensions among attitudes, beliefs, and
values. It includes the following four factors:
Factor 1: Attitudes, Beliefs, and Values are depicted as dichotomous, as an individual or
group would either adhere or not adhere to specific attitudes, beliefs, or values at a
certain point in time. (Pros and Cons)
*beliefs in professional growth of all or not
*openness to change or not
*values diversity or not
*believes integrity is important or not
Factor 2: Leadership behavior derives directly from the literature on male and female
leadership behaviors and is depicted as a range of behaviors from autocratic to nurturer
Factor 3: External Forces are those influencers outside the control of the organization or
the leader that interact with the organization and the leader and that inherently embody a
set of values, attitudes, and beliefs
Examples: local, national, and international community and conditions, governmental
regulations, laws, demographics, cultural climate, technological advances, economic
situations, political climate, family conditions, and geography
Group: Julie Corona, Joanne Fox, Cathy Jordan, Teresa Simpson
Course: EDLD 5311.0l / Fundamentals of Leadership
Date: August 5, 2008
Competency 3.0: To understand the relationship between a person’s beliefs about the
nature of man and his/her leadership behavior.
Factor 4: Organizational Structure refers to characteristics of the organizations and how
they operate: Bureaucratic versus Feminist organization. Bureaucratic organizations
operate with emphasis on labor divided, rules, impersonality, competence and hierarchy
of authority. Feminist organizations operate with emphasis on participative decisions,
rotating leadership; promote community and cooperation, and power sharing.
Based on these four factors and reflective self assessment, the leader can develop an
understanding of the work environment in order to make adjustments that will enhance
the performance of his employees.
Vertical Dyad Linkage Theory (VDL)
VDL focuses on the relationship between a leader and each subordinate considered
independently, rather than on the relationship between the superior and the group.
Therefore, leaders often act very differently toward different subordinates and develop
contrasting kinds of relationships with them. For example, the same administrator may
have poor interpersonal relations with some subordinates and open and trusting relations
with others. Hence, there exist two groups: the in-group and the out-group. The “ingroup”, reaps all the benefits as they are invited to participate in decision making and
given added responsibility. Thus, the subordinate typically reciprocates with greater than
required expenditures of time and effort, and commitment to the success of the
organization.
On the contrary members of the out-group are supervised within the narrow limits of their
formal employment contract. The leader will only provide the support, consideration,
and assistance mandated by duty and will not go beyond such limits.
Reciprocal Influence Theory (RIT)
RIT states that leader behavior affects subordinate behaviors, and certain acts of
subordinates can cause the leader to modify behavior. Therefore, the behavior of one
influences the other. The action of the leader impacts job satisfaction, motivation and/or
performance. This type of complex interaction is realistic in most organizations.
These three theories can be easily compared and contrasted.
1. In all three models the behavior of the subordinate and leader impacts the behavior of
the other.
2. However, the SLT and reciprocal models indicates that the leader focuses his whole
attention on the group whereas the VDL theory focuses on a relationship with each
subordinate.
3. SLT and reciprocal model focuses on the professional growth of all subordinates while
the VDL theory focuses on the professional growth of members of the “in-group”.
Group: Julie Corona, Joanne Fox, Cathy Jordan, Teresa Simpson
Course: EDLD 5311.0l / Fundamentals of Leadership
Date: August 5, 2008
Competency 3.0: To understand the relationship between a person’s beliefs about the
nature of man and his/her leadership behavior.
4. Employees, as a whole, of the SLT and reciprocal theory will perform their duties as
influenced by the leader. In a VDL model, members of the in-group will perform beyond
the call of duty to please the leader whereas members of the out-group will only do what
they have to and not much else.
5. All three models influence job satisfaction, motivation and performance.
Behavior
Theoretical Models
Similarities
Leader impacts subordinate behavior;
subordinate impacts leader behavior
Similarities
Influence job satisfaction, motivation and
performance
Synergistic
VDL
Reciprocal
Synergistic
VDL
Reciprocal
Differences
Leader focus on individual
VDL
Leader focus on group
Synergistic
Reciprocal
VDL
Differences
Differences
Leader focus on professional development
on in-group (few individuals)
Leader focus on professional development
on entire group
In-group out performs expectations
Out-group will do as little as possible
Subordinate perform duties influenced by
leader
Synergistic
Reciprocal
VDL
Synergistic
Reciprocal