Dyadic role-making theories and followership

Seyyed Babak Alavi

Introduction

Dyadic leadership theories consider how and why a leader’s behavior may vary across individuals (as followers).

In addition, both parties have considerable influence on how their relationship gradually forms.

Leader-member exchange theory is the most popular theory of this field.

Main ideas

The basic premise of the theory is that leaders develop separate exchange relationships with each individual subordinate as the two parties mutually define the role of the subordinate.

Quality of exchange relationship refers to the degree of emotional support and exchange of valued resources.

Quality of Exchange

relationship

Leader

Follower

In-group and out-group

This theory predict that a leader may form two groups: In-group (with high quality of relationship) and out-group (with low quality of relationship);

As the result of this categorization, in-group members may have better chance for success, and the out-group members may fail.

Initial version of the theory

According to this theory, most leaders establish a special exchange relationship with a small number of trusted subordinates who function as assistants or advisors.

In-group members are the outcome of exchange mechanisms.

Quality of exchange relationship is related to both parties’ evaluations of each other’s competency, dependability, and personal compatibility.

Extended version of the theory

The development of relationships in a leader-subordinate dyad is described in terms of a “life cycle model”.

Three stages of this cycle are:

(a) Leader and subordinate evaluate each other’s motives, attitudes, and potential resources to be exchanged (role taking stage);

(b) Mutual trust, loyalty, and respect based on self-interests are developed (role making stage);

(c) Mutual commitment to the mission and objectives of the work unit is shaped and reinforced (Role routinization).

Strengths of the theory (Northouse, 1997, p. 116)

“First, it is a strong descriptive theory. Intuitively it makes sense to describe work units in terms of those who contribute more and those who contribute less or bare minimum to the organization.

Second, LMX theory is unique because it is the only leadership approach that makes the concept of the dyadic relationship the centerpiece of the leadership process.

Third, LMX theory is noteworthy because it directs our attention to the importance of communication in leadership.

Fourth, there is a large body of research that substantiates how the practice lo LMX theory is related to positive organizational outcomes.”

Measurement of LMX

The most recent instrument is LMX-7, which includes items related to competence, considerations, recognition, and supporting behaviors by leaders (Table 8-1).

Although only one dimension has been identified for LMX-7 in empirical research, some have argued that the quality of exchange relationship may be multi-dimensional.

Self-Assessment: Rate Your LMX

Answer the following questions using 1 = not at all, 2 = somewhat, 3 = fully agree

_____ I like my supervisor very much as a person.

_____ My supervisor is the kind of person one would like to have as a friend.

_____ My supervisor is a lot of fun to work with.

_____ My supervisor defends my work actions to a superior, even without complete knowledge of the issue in question.

_____ My supervisor would come to my defense if I were “attacked” by others.

_____ My supervisor would defend me to others in the organization if I made an honest mistake.

_____ I do work for my supervisor that goes beyond what is specified in my job description.

_____ I am willing to apply extra efforts, beyond those normally required, to further the interests of my work group.

_____ I do not mind working my hardest for my supervisor.

_____ I am impressed with my supervisor’s knowledge of his/her job.

_____ I respect my supervisor’s knowledge of and competence on the job.

_____ I admire my supervisor’s professional skills.

Scoring

Add your score for 1, 2, 3 = _____ This is your score on the Liking factor of LMX.

A score of 3 to 4 indicates a low LMX in terms of liking. A score of 5 to 6 indicates an average LMX in terms of liking. A score of 7+ indicates a high-quality LMX in terms of liking.

Add your score for 4, 5, 6 = _____ This is your score on the Loyalty factor of LMX.

A score of 3 to 4 indicates a low LMX in terms of loyalty. A score of 5 to 6 indicates an average LMX in terms of loyalty. A score of 7+ indicates a high-quality LMX in terms of loyalty.

Add your score for 7, 8, 9 = _____ This is your score on the Contribution factor of LMX.

A score of 3 to 4 indicates a low LMX in terms of contribution. A score of 5 to 6 indicates an average LMX in terms of contribution. A score of 7+ indicates a high-quality LMX in terms of contribution.

Add your score for 10, 11, 12 = _____ This is your score on the Professional Respect factor of LMX.

A score of 3 to 4 indicates a low LMX in terms of professional respect. A score of 5 to 6 indicates an average LMX in terms of professional respect. A score of 7+ indicates a high-quality LMX in terms of professional respect.

Source: Adapted from Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24, 43–72.

Consequences of LMX

In a review research, Graen and Uhl-Bien (1995) identified that LMX is related to several important outcomes.

A leader’s perception of her/his followers

Two-stage attribution model about a leader’s reaction to poor performance:

(1) Determining the cause (internal or external)

(2) Selecting an appropriate response to correct the problem

Fundamental attribution error

A tendency to underestimate the external factors and overestimate internal factors when making judgment about other people

A leader’s perception of her/his follower (continued)

Self-fulfilling prophecy:

It refers to an idea that expecting an event could increase the likelihood that the event would happen.

A leader and his/her followers start forming expectations as soon as they form their relationships.

A leader’s perception of her/his follower (continued)

Self-fulfilling prophecy (continued)

Positive expectations of a member are translated into such leader behaviors as delegating challenging task assignments, providing constructive feedback, desirable rewards, and training opportunities.

Negative leader expectations are manifested in the delegation of routine tasks, provision of less feedback, less desirable rewards, and fewer opportunities for training.

Followers’ perceptions of their leader

Implicit leadership theories are beliefs and assumptions about the characteristics of effective leaders.

Implicit leadership theories are gradually formed and refined as a result of actual experiences with leaders and social and cultural influences.

Followers’ perceptions of their leader (continues)

Leader’s competence:

The unit’s competence,

The performance trend,

Direct and visible actions, especially when there is a crisis,

Improving performance, especially when external conditions are not favorable.

Followers’ perceptions of their leader (continues)

Leader’s intention

Whether the leader is concerned more about her/his personal benefits and career advancements than their welfare and the team’s mission;

Self-sacrificing behavior;

Focusing on issues than personal attributes when facing failures.

Some prescriptive implications

Leaders must avoid developing beliefs and assumptions about their followers without sufficient evidence (and vice versa).

Leaders and followers can appropriately use impression strategies (must be ethical) to enhance the quality of their relations.

It is not necessary to treat all subordinates exactly the same, but each person should perceive that he or she is an important and respected member of the team rather than a “second-class citizen”.

Each member should perceive that there is equal opportunity based on competence rather than arbitrary favoritism.

Managing your boss

An important implication of understanding the dyadic nature of leadership is to think about how one can manage his/her manager.

Understanding your manager’s preferences including thinking style, time management preference, and work expectations are critical to develop plans of how you can manage your boss!