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Pertemuan 11Dyadic Role-Making Theories and

Followership

Matakuliah : MPG09344-010 / Leadership and OrganisationTahun : 2005Versi : versi/revisi 0

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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

• 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 10Dyadic 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 self-

management 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