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 4Spot PresentationPage 193Review QuestionsPages 185-6Case Study – Participative Leadership, Delegation, and EmpowermentPages 229-30Identify 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 PointsUnderstand 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 GroupMore CriticalIneffective Performance attributed to lack of skills and abilities and punishedEffective performance attributed to external factorsMerely complies with requestsMore likely to grieveIn GroupLess CriticalEffective performance attributed to skills and abilities and praisedIneffective performance attributed to external factorsMore SupportMore 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 CommitmentFormsAffectiveNormativeContinuanceLevelsComplianceIdentificationInternalizationOwnership5-105-11Correcting Performance DeficienciesGather information about the performance problemTry to avoid attributional biasesProvide corrective feedback promptlyDescribe the deficiency briefly in specific termsExplain the adverse impact of ineffective behaviorStay calm and professional5-12Correcting Performance Deficiencies (Cont.)Mutually identify the reasons for inadequate performanceAsk the person to suggest remediesExpress confidence in the personExpress a sincere desire to help the personReach agreement on specific action stepsSummarize the discussion and verify agreement5-13 Implicit Theory of LeadershipBehaving as a leader should behaveBehaviors make sense to the followerCompetent in core requirements for position5-14 Leader Attribution (Why a Follower Allows a Leader to Influence Them) Timely indicators of performanceDirect versus indirect actionsResponse in a crisisExternal conditionsConstraints on leader’s decisions and actionsLeader’s intentions and competencyLeader’s personal qualities5-15Follower Attribution (Why a Leader Allows a Follower to Influence Them)Active and independent vs. passive and dependentNeed to implement decisions made by a leader and challenge misguided or unethical decisionsWilling to risk leader’s displeasureTake time and effort to help a leader grow and succeedStrong commitment to the organization and its mission5-16Impression ManagementImpression Management TacticsExemplificationIngratiationSelf-PromotionIntimidationImpression Management by LeadersTake highly visible actionsVisit the disaster siteIntroduce new programsReplace leaders who are blamedCreate a commission to study the problem5-17Impression Management by FollowersArrive early – stay lateShow respect to the leaderDisplay awards and diplomasWarn of unacceptable behaviors5-185-19Self-ManagementBehavioral StrategiesSelf-rewardSelf-punishmentSelf-monitoringSelf-goal settingSelf-rehearsalCue modificationCognitive StrategiesPositive self-talkMental rehearsal5-20Guidelines 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 the bossEncourage the boss to provide honest feedback to you5-21Guidelines for Followers (Cont.)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 appropriateSelf-Assessment 4: Leader-Member Exchange5-22Out Group - Compliance - Identification – Internalization - Ownership – In Group “Go-to” personConfidantSolicit feedbackTest ideasTo Prepare for Next ClassRead Chapter 6Complete 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 conclusionPrepare for the Spot Presentation As Directed (Page 243)Answer the Review Questions for