Chapter 5Review Chapter 4Key PointsSlide 4Leader-Member ExchangeSlide 6The Leader’s EvaluationSlide 8Slide 9Psychological CommitmentCorrecting Performance DeficienciesCorrecting Performance Deficiencies (Cont.)Implicit Theory of LeadershipLeader Attribution (Why a Follower Allows a Leader to Influence Them)Follower Attribution (Why a Leader Allows a Follower to Influence Them)Impression ManagementImpression Management by LeadersImpression Management by FollowersSelf-ManagementGuidelines for FollowersGuidelines for Followers (Cont.)Self-Assessment 4: Leader-Member ExchangeTo Prepare for Next Class5-1Chapter 5Dyadic Relations, Attributions, and FollowershipReview Chapter 4Spot PresentationPage 193Review QuestionsPages 185-6Case Study – Participative Leadership, Delegation, and EmpowermentPages 229-30Identify at least five steps that you can take to encourage participation among your employees.Now assume that you are ready to delegate a new responsibility to the one employee who has been with the company only six days. You have called an initial meeting with this person. What are you going to say to help make the delegation of the new responsibility successful?5-25-3Key PointsUnderstand why different dyadic relationships develop between a leader and individual subordinates.Understand how leader behavior is influenced by the motives and skills of subordinates.Understand appropriate ways to lead a subordinate who has performance deficiencies.Understand what followers can do to have a more effective dyadic relationship with their leader.Understand how follower self-management can substitute for some aspects of leadership.Understand how leaders and followers attempt to manage impressions about their ability and motivation.5-4Predictors of Leadership SuccessLeader-Member Exchange5-5In GroupOut GroupThe leader’s differing perceptions about the attributes of the follower DependentIndependentModeratingMediatingLeader-Member Exchange5-6In GroupOut GroupLeads to a biased evaluation of the follower’s performanceCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice HallThe Leader’s EvaluationOut GroupMore CriticalIneffective Performance attributed to lack of skills and abilities and punishedEffective performance attributed to external factorsMerely complies with requestsMore likely to grieveIn GroupLess CriticalEffective performance attributed to skills and abilities and praisedIneffective performance attributed to external factorsMore SupportMore likely receives interesting and desirable tasks5-7Leader-Member Exchange5-8In GroupOut GroupLeader strategies for increasing the “in group” Uncover needsRecognize potentialFacilitate problem-solvingCall upon unique skills and abilitiesProvide credit for accomplishmentsEncourage self-managementLeader-Member Exchange5-9In GroupOut GroupLeader strategies for increasing the “in group” Alter the form of psychological commitmentAlter the level of psychological commitmentCorrect performance deficienciesPsychological CommitmentFormsAffectiveNormativeContinuanceLevelsComplianceIdentificationInternalizationOwnership5-105-11Correcting Performance DeficienciesGather information about the performance problemTry to avoid attributional biasesProvide corrective feedback promptlyDescribe the deficiency briefly in specific termsExplain the adverse impact of ineffective behaviorStay calm and professional5-12Correcting Performance Deficiencies (Cont.)Mutually identify the reasons for inadequate performanceAsk the person to suggest remediesExpress confidence in the personExpress a sincere desire to help the personReach agreement on specific action stepsSummarize the discussion and verify agreement5-13 Implicit Theory of LeadershipBehaving as a leader should behaveBehaviors make sense to the followerCompetent in core requirements for position5-14 Leader Attribution (Why a Follower Allows a Leader to Influence Them) Timely indicators of performanceDirect versus indirect actionsResponse in a crisisExternal conditionsConstraints on leader’s decisions and actionsLeader’s intentions and competencyLeader’s personal qualities5-15Follower Attribution (Why a Leader Allows a Follower to Influence Them)Active and independent vs. passive and dependentNeed to implement decisions made by a leader and challenge misguided or unethical decisionsWilling to risk leader’s displeasureTake time and effort to help a leader grow and succeedStrong commitment to the organization and its mission5-16Impression ManagementImpression Management TacticsExemplificationIngratiationSelf-PromotionIntimidationImpression Management by LeadersTake highly visible actionsVisit the disaster siteIntroduce new programsReplace leaders who are blamedCreate a commission to study the problem5-17Impression Management by FollowersArrive early – stay lateShow respect to the leaderDisplay awards and diplomasWarn of unacceptable behaviors5-185-19Self-ManagementBehavioral StrategiesSelf-rewardSelf-punishmentSelf-monitoringSelf-goal settingSelf-rehearsalCue modificationCognitive StrategiesPositive self-talkMental rehearsal5-20Guidelines for FollowersFind out what you are expected to doTake the initiative to deal with problemsKeep the boss informed about your decisionsVerify the accuracy of information you give the bossEncourage the boss to provide honest feedback to you5-21Guidelines for Followers (Cont.)Support leader efforts to make necessary changesShow appreciation and provide recognition when appropriateChallenge flawed plans and proposals made by leadersResist inappropriate influence attempts by the bossProvide upward coaching and counseling when appropriateSelf-Assessment 4: Leader-Member Exchange5-22Out Group - Compliance - Identification – Internalization - Ownership – In Group “Go-to” personConfidantSolicit feedbackTest ideasTo Prepare for Next ClassRead Chapter 6Complete Self-Assessment 5: “Influence Tactics” and Record Results(Pages 297-9)Read the Case “Dyadic Relations, Attribution, and Followership (Pages 288-9)Be prepared to discuss your conclusionPrepare for the Spot Presentation As Directed (Page 243)Answer the Review Questions for
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