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Dyadic Leadership Theory

Let's see another example:

which violin are you?

Theory in Research

http://www.imd.org/research/publications/upload/6-Leadership-Dyads-w-no-05-11-12-2.pdf

  • The relationship between a group and any one follower will vary dependent upon the transactions between the two.
  • “Any group member who uniquely contributes to his or her group’s goals is reciprocated by receiving higher status and esteem by fellow group members” (Hernandez et al., 2011, p. 1171).
  • When a member contributes more to the group, they are rewarded for their contributions and may emerge as a leader.

Theory in Research - Loci and Mechanism

Criticism of LMX Theory

LMX Theory fails to explain the particulars of how high-quality exchanges are created.

LMX Theory is objected on grounds of fairness and justice as some followers receive special attention of leaders at workplace and other followers do not.

http://managementstudyguide.com/lmx-theory.htm

Hernandez et al. attempt to conceptualize existing leadership theories by looking at the loci and mechanism of the theories. They state that “overall, our qualitative review of the leadership literature suggests that leadership theories can be meaningfully categorized according to the loci and mechanisms of leadership they advocate” (Hernandez et al., 2011, p. 1168).

Notice Leader, In Group, and Out Group

Let's Explore LMX theory

Theme:

Leaders do not treat all subordinates the same

TAkeaways

“The expectations you hold as a leader provide the framework into which people fit their own realities. They shape how you behave toward others and how they behave on the task. Maybe you can’t turn a marble statue into a real person, but you can draw out the highest potential of your constituents” (Kouzes and Posner, 2012, p. 278).

Works Cited

COmponents of Theory

“Constituents who feel weak, incompetent, and insignificant will consistently underperform; they want to flee the organization and are ripe for disenchantment, even revolution” (Kouzes and Posner, 2012, p. 244).

"When it comes to excellence, it's definitely not 'What gets rewarded gets done'; it's 'What is rewarding gets done'" (Kouzes & Posner, 2012, p. 170). In-Group views the task as rewarding where as the Out-Group may only be there for the reward; i.e. a paycheck.

Leaders create two types of groups:

*In-group (Favored in-group)

*Out-group (Non favored out-group)

LMX Theory states that leaders form strong trust, emotional, and respect-based relationships with some members of a team, but not with others.

They “define the locus of leadership as the source from which leadership arises” (Hernandez et al., 2011, p. 1166), and “define mechanism as the means by which leadership is enacted” (Hernandez et al., 2011, p. 1167).

“In any effective long-term relationship, there must be a sense of reciprocity. If one partner always gives and the other always takes, the one who gives will feel taken advantage of, and the one who takes will feel superior” (Kouzes and Posner, 2012, p. 232).

Let's see an example

sites.psu.edu/leadership/wp-content/uploads/sites/8069/2014/10/LMX-Photo.png

“Supportive relationships at work – relationships characterized by a genuine belief in and advocacy for the interest of others – are critically important in maintaining personal and organizational vitality” (Kouzes and Posner, 2012, p. 309).

s3.amazonaws.com/slideserve/thumb1/1_2878135.jpg

www.leadershipchallenge.com/UserFiles/slider_Jim_and_BarrySlider.jpg

Dyadic leadership theory focuses on the relationships between leaders and their followers and the level of reciprocity within those relationships. One popular form of the Dyadic leadership theory is the leader-member exchange theory (LMX). This theory was developed by Fred Dansereau, George Graen, and William J. Haga, in 1975.

Deluga, R. J. (1 June 1998). "Leader-Member Exchange Quality and Effectiveness Ratings:

The Role of Subordinate-Supervisor Conscientiousness Similarity".Group & Organization Management 23 (2): 189–216.

Hernandez, M., Eberly, M. B., Avolio, B. J., & Johnson, M. D. (2011). The loci and mechanisms

of leadership: Exploring a more comprehensive view of leadership theory. The Leadership Quarterly, 22, 1165-1185.

Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge: How to Make Extraordinary

Things Happen in Organizations. San Francisco, CA: Jossey-Bass.

Walton, Andrew. 2015, September 8. LMX Theory [Video File]. Retreived from https://

www.youtube.com/watch?v=r9zsegKi8kc

Stages of LMX

Routinization

  • Differentiation increases
  • In-Group continues to rise with new opportunity.
  • Out-Group becomes discouraged and does the bare minimum, or needs to start over, move on etc.

Role Taking

  • A new member joins a team and the leader evaluates his or her abilities and talents. Based on this evaluation, the leader may offer opportunities for the member to demonstrate skills and capabilities. Here, a leader is able to assess what the member might do best.
  • “Giving everyone – even junior members of a team – the opportunity to take initiative can result in unexpected positive changes” (Kouzes & Posner 2012, p. 167).

sites.psu.edu/leadership/wp-content/uploads/sites/8069/2014/03/LMX-VDL.gif

Followers will fall into two groups, “in-groups” and “out-groups”. Members in the in-group are rewarded more and thus contribute more, whereas the members in the out-group are not given any additional consideration and as a result do not contribute more than they have to. As a result of reciprocity, “followers in in-groups enjoy higher job satisfaction and organizational commitment, display higher levels of task and extra-role performance and are less likely to turn over compared to followers in out-groups” (Hernandez et al., 2011, p. 1171).

Role Making

  • In-Groups and Out-Groups built by manager.
  • Groups created (often subconciously) by levels of trust. Leaders "make sure that there's agreement on a set of shared values among everyone they lead. And they must hold others accountable to those values and standards" (Kouzes and Posner, 2012, p. 45).
  • In-Group gets more opportunity, time with manager, praise and exciting projects.
  • Out-Group is given work that is restricted and unchallenging, often feel betrayed and unmotivated.

In-Group

Out-Group

“Constituents who feel weak, incompetent, and insignificant will consistently underperform; they want to flee the organization and are ripe for disenchantment, even revolution” (Kouzes & Posner, 2012, p. 244).

“Exemplary leaders make tremendous use of intrinsic rewards – rewards that are built into the work itself, including such factors as a sense of accomplishment, a chance to be creative, and the challenge of the work – all directly tied to an individual’s effort” (Kouzes & Posner, 2012, p. 293).

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