Inamullah, Kardan University LEADERSHIP: Theory, Application, Skill Development Robert N. Lussier...

Inamullah, Kardan Inamullah, Kardan UniversityUniversity

LEADERSHIP:LEADERSHIP:Theory, Application, Skill DevelopmentTheory, Application, Skill Development

Robert N. Lussier Robert N. Lussier and Christopher F. Achuaand Christopher F. Achua

Teacher: Inamullah


CHAPTER 07INAMULLAH KHAN MAHSUD

Leader–Follower Relations


Team Leadership VS Solo Leadership

• Group:– Two or more than two persons working on a task in a cooperative way.

• Team– Team is a workgroup that MUST rely on collaboration if each member is to

exercise the optimum success and achievement.

• Teamwork:– Is work done with an understanding and commitment to group goals on

the part of all team members. All teams are groups, but not all groups are teams. A team is characterized by a common commitment. In a team there is individual and mutual accountability; in contrast, a group emphasizes individual accountability

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Team Leadership VS Solo Leadership

SOLO LEADER:1. Plays unlimited roles

(interferes)2. Strives for conformity3. Collects acolytes (blind

followers)4. Directs subordinates5. Projects objectives

TEAM LEADER:1. Chooses to limit roles

(delegates)2. Builds on diversity (different

opinions)3. Seeks talent4. Develops colleagues5. Creates mission

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Leader Actions That Foster Teamwork

• Defining the Team’s Mission• Establishing a Climate of Trust• Developing a Norm of Teamwork, Including Emotional

Intelligence– It is to work against the culture of individualism. Individuals

who are accustomed to competing with one another for recognition, salary increases, and resources must start collaboration. It is a kind of Culture Shift.

– Avoid using words subordinate and employee.

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Leader Actions That Foster Teamwork

• Emphasizing Pride in Being Outstanding– Most teams are particularly good at some task, or they should

develop some strength and than that should be constantly emphasized.

• Serving as a Model of Teamwork, Including Power Sharing

• Using a Consensus leadership Style• Establishing Urgency, Demanding Performance

Standards, and Providing Direction• Encouraging Competition with Another Group

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Leader Actions That Foster Teamwork• Encouraging the Use of Jargon

– The symbolic and ritualistic framework of a team contribute heavily to teamwork.

– Jargon is a specialized language that foster cohesion and commitment.

– Examples of in-group jargon at Microsoft Corporation are to label and intelligent person as having “bandwidth” and a serious person as being “hardcore.”

• Minimizing Micromanagement– Avoiding close monitoring of most aspects of team member activities.– To recognize the fine line between avoiding micromanagement and

not providing guidance.

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Leader Actions That Foster Teamwork• Practicing E-Leadership

– When team members are geographically dispersed, a leader’s communication with team members takes place using information technology. A participative leader may establish chat rooms. A leader might also conduct an electronic poll to attain consensus or by sending congratulatory e-mail messages for a job well done.

• Designing Physical Structures That Facilitate Communication• Emphasizing Group Recognition and Rewards• Initiating Ritual and Ceremony

– For example holding a team dinner whenever the group achieves a major milestone, or to send the team to a retreat etc.

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Leader Actions That Foster Teamwork• Practicing Open-Book-Management

– Is to share information about company finances and strategy with large numbers of employees. Every employee is trained, empowered, and motivated to understand and pursue the company’s business goals.

• Selecting Team-Orientated Members– A starting point for this is self-selection. Persons with past record of

sports are more suitable for teamwork.

• Developing a Team Book– The book contains a one-page biography of each team member,

along with at least one photo, a list of hobbies and interests, and family information. Through this group members become better acquainted with each other.

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Evolution of the Dyadic Theory

• Dyadic theory– Is an approach to leadership that attempts to explain why

leaders vary their behavior with different followers

• Dyadic theorists focus on the development and effects of separate dyadic relationships between leaders and followers

• Leaders provide support for self-worth– A leader’s support for a follower’s actions and ideas– A leader building follower’s confidence in his or her ability,

integrity, and motivation– A leader paying attention to the follower’s feelings and needs

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Vertical DyadicLinkage (VDL) Theory

Vertical DyadicLinkage (VDL) Theory

Leader–MemberExchange (LMX)Leader–MemberExchange (LMX)

Team BuildingTeam Building

Systems andNetworks

Systems andNetworks

Individualized leader–followerinteractions creating in-groups

and out-groups

Focus is on the quality of each dyadand its effects on organizational

outcomes over time

Leaders can aspire to build positive relationships with all

followers, not just a few special individuals

Creating positive dyadic relationships across traditional boundaries to

include a larger network ofparticipants

Dyadic Approach: Stages of Development

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The Leader-Member-Exchange ModelAlso known as LMX or Vertical Dyad Linkage Theory

• This theory proposes that leaders develop unique working relationships with group members.

• One subset of employees, the “in-group”, is given additional rewards, responsibilities, and trust in exchange for their loyalty and performance.

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The Leader-Member-Exchange Model

• In contrast, the “out-group” employees are treated in accordance with a more formal understanding of leader –group member relations. Out-group members are less likely to experience good teamwork.

• The in-group versus out-group status also includes an element of reciprocity or exchange.

• Vecchio explains that an in-group member is elevated to the unofficial role of trusted assistant. An out-group member is treated much like a hired hand.

• The leader grants more favors to the in-group members, who in response work harder to please the leader.

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The Leader-Member-Exchange Model

• A study conducted in diverse industrial settings also found that high-quality exchanges between supervisors and employees contribute to employees’ engaging in extra-role behavior in ways that were not expected of them.

• New evidence suggests that LMX depends on how frequently supervisors and subordinates interact. LMX is most potent when interactions are frequent. In contrast, LMX has substantially less effect when interactions are infrequent.

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The Leader-Member-Exchange ModelThree Stages of Leader-Member Relationship

• The Leader-Member Exchange Theory first emerged in the 1970s (Developed by George Graen and associates)

• It focuses on the relationship that develops between managers and members of their teams.

• The theory states that all relationships between managers and subordinates go through three stages. These are:1. Role-Taking2. Role-Making 3. Routinization

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1. Role-Taking• Role-taking occurs when team members first join the group.

Managers use this time to assess new members' skills and abilities.

2. Role-Making • New team members then begin to work on projects and

tasks as part of the team. In this stage, managers generally expect that new team members will work hard, be loyal and prove trustworthy as they get used to their new role.

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• The theory says that, during this stage, managers sort new team members (often subconsciously) into one of two groups:

– In-Group– Out-Group

3. Routinization• During this last phase, routines between team members and

their managers are established. • In-Group team members work hard to maintain the good

opinion of their managers, by showing trust, respect, empathy, patience, and persistence.

• Out-Group members may start to dislike or distrust their managers. Because it's so hard to move out of the Out-Group once the perception has been established.

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LMX Improvement

• Identify Out-Group: – The leader must identify the out-group under his organization.

• Explore Motivation:– The leader should initiate some planned dialogs and make use

of various motivational theories.

• Reduce De-motivation.– Some times the existence of de-motivating factors are the main

source instead of absence of motivators.

• Create Partnership.

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Factors Influencing LMX1. Perceived Contractual Breach:

– An employee joins the organization with some reciprocal expectations and promises against his service, this forms a perceived contract and not actual written contract. When the employee feels that the organization has not lived up to it’s expectations, it’s a Perceived Contractual Breach (PCB) and results in low LMX. On the other hand, when an employee doesn’t live up to the expectations the organization had at the time of hiring, it also results in low LMX.

2. Low ability and willingness: – when the individual has both low ability & willingness, the

leader is forced to take directive style which inherently is low LMX.

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Factors Influencing LMX3. Cognitive similarities:

– When both leader and member have the same approach to problem solving, it can be termed as cognitive similarities and research has shown that it leads to high LMX. On the contrary, sex, religion and race have shown no significant affect on LMX, it dispels the myth that a multi-cultural/national organization is better.

4. Organizational communication: – There is an element of satisfaction in employees when

they are properly communicated about various aspects of organization; this communication satisfaction has shown to boost the LMX.

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Factors Influencing LMX5. Personal and interpersonal communication:

– with leader and coworkers results in higher LMX. It provides a sense of organizational citizenship to the subordinates, that he is integral part of the organization.

6. The decisional power of the leader in organizational hierarchy:

– has direct influence on the LMX. When the leader has high influence on the upper hierarchy of the organization, the subordinates find it satisfying and are motivated. The influence can be divided as both strategic i.e. related to decision making as well as work-related i.e. performance review, task assignments etc.

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• Involves a primary concern to motivate a group of individuals to work together to achieve a common objective, while alleviating any conflicts or obstacles that may arise while striving toward that objective– The emphasis is on forming relationships with all group members,

not just with a few special individuals– It is not possible to treat all followers exactly the same– Each person must perceive that he or she is an important and

respected member of the team rather than a non-entity

Team Building

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Systems and Networks

• There is a noticeable trend of organizations seeking and getting involved in a variety of collaborative agreements for the purposes of entering new markets and gaining innovations or new products– By collaborating, organizations hope to exchange

strengths with others, which will allow all partners to develop timely, innovative, synergistic solutions to complex problems they could not address on their own

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Systems and Networks (cont.)

• A systems-oriented prospective focuses on how the quality of the LMX relationship affects followers at the interpersonal, group, and organizational levels

• Proponents of the systems and networks view contend that leader relationships are not limited to followers, but include peers, customers, suppliers, and other relevant stakeholders in the collectives of workgroups and organization-wide networks

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• Stage 1– The leader and follower conduct themselves as

strangers– The leader and follower test each other to

identify what kinds of behavior are acceptable– Each relationship is negotiated informally

between each follower and the leader

The Three-Stage Process for Developing Positive LMX Relations

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– Involves:

– Impressions management– Is a follower’s effort to project a favorable image in

order to gain an immediate benefit or improve a long-term relationship with the leader

– Ingratiation– Is the effort to appear supportive, appreciative, and

respectful– Self-promotion

– Is the effort to appear competent and dependable

The Three-Stage Process for Developing Positive LMX Relations (cont.)

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• Stage 2– The leader and follower become acquainted– They further refine the roles they will play

together– Mutual trust, loyalty, and respect develop

between leader and follower– Relationships that do not move beyond Stage 1

may deteriorate and remain at the level of an out-group


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• Stage 3– The roles reach maturity– Exchange based on self-interest is transformed

into mutual commitment to the mission and objectives of the work unit

– The end result of the life cycle model of LMX relationships is the creation of actual and perceived differences between in-group and out-group members


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• Followers’ attributes– Proactive followers:

– Show initiative even in areas outside their immediate responsibility– Possess a strong sense of commitment to work unit goals– Show a stronger sense of responsibility for unit success

– These follower attributes influence leaders to:– Show support– Delegate more– Allow greater discretion– Engage in open communication– Encourage mutual influence between themselves and their followers

– From the follower’s perspective, leaders that are perceived to be competent, experienced, fair, and honest are more likely to be supported

Factors that Determine LMX Quality

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• Many leaders avoid confronting below-average performing followers

• Can degenerate into personal conflict • May fail to deal with the underlying problem• Correcting deficiencies can help the follower improve

– Example – Nurse/student who wanted to perform better but was not given the feedback and support to do so.

• Must be done so that the leader–follower relationship is preserved

Effective Leader–Follower Feedback

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• Pre-feedback—Leader should:– Remind self to stay calm and professional– Gather accurate facts on follower performance– Remind self to avoid rush to judgment

• Remember the attribution theory!!!

Guidelines for Effective Leader Feedback

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• During feedback session—Leader should:– Be specific in stating performance deficiency– Explain negative impact of ineffective behavior– Help follower identify reasons for poor

performance– Ask follower to suggest remedies– Arrive at mutual agreement on specific action

steps

Guidelines for Effective Leader Feedback (cont.)

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• Post-feedback session—Leader should:– Follow up to ensure implementation of action

steps– Show desire to be of help to follower– Build follower’s self-confidence

Guidelines for Effective Leader Feedback (cont.)

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• Pygmalion effect – Occurs when selected group members demonstrate

loyalty, commitment, dedication, and trust, and as a result, win the liking of leaders who subsequently give them higher performance ratings

• These ratings, which may or may not be tied to actual performance, then influence the member’s reputation, often become a matter of record, and may ultimately be used in future selection, development, and promotion decisions

Bias in LMX: Employee Career Implications

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• This may have possible adverse implications for the development and career advancement of group members who (regardless of their work performance) are not similar to, familiar to, and well liked by their leader

• Leaders, managers, and human resource management specialists need to be aware of the potential bias associated with high-quality LMX relationships

Bias in LMX: Employee Career Implications (cont.)

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EffectiveFollower

Have the courage to initiate changeServe the best interest of the

organization

ConformistFollower

Are the “yes” people of the organization

Carry out all orders without considering the consequences

AlienatedFollower

Feel cheated or unappreciatedAre capable but unwilling to

participate in developing solutions to problems

PassiveFollower

Look to the leader or others to do all the thinking

Require constant supervision

High

Low

Pragmaticfollower

Le

vel o

f In

vo

lve

me

nt

Critical Thinking LowHigh

Followership Types

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Guidelines to Becoming an Effective Follower

• Offer support to leader• Take initiative• Play counseling and coaching roles to leader when

appropriate• Raise issues and/or concerns when necessary• Seek and encourage honest feedback from the leader• Clarify your role and expectations• Show appreciation• Keep the leader informed• Resist inappropriate influence of leader

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Power PositionLeaders need to

realize that they are no longer the sole

possessors of power and influence in their

work units

Locus of ControlFollowers with an internal locus of control prefer a participative style of leadership

Education and Experience

Followers with less education and experience need more guidance, coaching, and

feedback

Factors that Determine Follower Influence

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• Good leadership is found in highly effective followers• A person can be a leader and also a follower• The roles can change back and forth throughout the course

of a work day• Self-managed teams require members to alternate between

playing leadership and followership roles• To execute both roles effectively is a challenge, given the

high potential for role conflicts and ambiguities

Dual Role of Being a Leader and a Follower

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• Is the process of assigning the responsibility and authority for accomplishing objectives

• Refers to giving employees new tasks• Success depends on a manager’s ability to know what to

delegate and what not to delegate• The leader should consider the following factors when

delegating:

– Task– Time required– Follower characteristics

Delegation

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• Benefits– Gives managers more time to perform high-priority tasks and eases

the stress and burden on managers– Gets tasks accomplished and increases productivity– Trains employees and improves their self-esteem– Enriches followers’ jobs

• Obstacles– Some managers want to do it all themselves because of:

• Habit• Fear

– That employees will fail

Delegation: Benefits & Obstacles

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• Taking work home• Performing employee tasks• Being behind in work• A continual feeling of pressure• Stress• Rushing to meet deadlines• Requiring that employees seek approval before

acting

Signs of Delegating Too Little

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Tasks withdevelopmental

potentialTechnicalmatters

Solving employees’problems Routine tasks

Paperwork

What toDelegateWhat toDelegate

What to Delegate

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Crises Activities delegated to you personally

Personnel matters Confidential activities

What Not toDelegate

What Not toDelegate

What Not to Delegate

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Step 1Explain the need for delegating andthe reasons forselecting the employee.

Step 2Set objectives that defineresponsibility, level of authority,and deadline.

Step 3Develop a plan.

Step 4Establish controlcheckpoints and hold employees accountable.

The Delegation Model

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