LEADERSHIP:
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Theory, Application, Skill
Development

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2d Edition

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Robert N. Lussier
and Christopher F. Achua

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This presentation edited and enhanced by:

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George W. Crawford
Asst. Prof. of Mgmt.

Clayton College & State University
Morrow, GA 30260


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Chapter 7

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Dyadic Relationships,
Followership, and
Delegation
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•

•
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4 Stages of development / dyadic approach.
Vertical linkage model relationships.
Team building view / dyadic approach.
Systems and networks view / dyadic
approach.
LMX-7.
Cycle leading to Pygmalion effect.
3 Follower influencing characteristics.
5 Things a leader should delegate.

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Chapter 7
Learning Outcomes

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What is a dyadic
leader relationship?

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The
relationship
between a
leader and
each follower
in a work
unit.

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Dyadic


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What is the purpose
of Dyadic Theory?

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Dyadic Theory

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Explains why leaders vary their
behavior with different followers.


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Dyadic Approach:
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Stages of Development

Vertical-Dyad
Linkage Theory

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Individualized leader-subordinate
interactions creating in-groups and
out-groups.

Focus is on quality of each dyad
and its effects on organizational
outcomes over time.

Leaderships can aspire to build
positive relationships with all
subordinates, not just chosen few.


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Team Building

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Leader-Member
Exchange

Systems and
Networks

Create positive dyadic relationships
across traditional boundaries
to include a larger network.

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Dyadic Theory Trends

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• Size expands from 1-on-1 to a
network between leader and
followers, over time
• Quality of each dyad affects
performance
• Quality of expanded

relationships enhances
organizational performance
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Vertical Dyad Linkage
(VDL) Theory
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Attempts to understand how leaders
create in-groups and out-groups

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• Out-group...those
subordinates with
little or no social

ties to their
leader, strictly
task-oriented
relationship.

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• In-group ...
those
subordinates
with strong
social ties to
their leader in a
people-oriented
style.

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What are the
Characteristics of In
Groups?

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In Groups


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• People-oriented relationship
• High mutual trust
• High exchange
• Two-way loyalty
ã Mutual influence
ã Special favors from leader
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What are the
Characteristics of Out
Groups?

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Out Groups

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• Task-oriented relationship
• Low exchange
• Lack of trust
• Not much loyalty
ã Little or no mutual influence
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Why should a leader
bother to try to
establish effective
dyadic relationship with
Out Groups?

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• Effective leaders
should aspire to
establish
relationships with
all members, not
just a few special
individuals.
ã Out Groups are
significantly less
productive.


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Dyadic Theory
Team Building

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How do Dyadic LeaderFollower Relationships
Develop over Time?

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LMX Life Cycle Model
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• Stage 1: Leader & follower
conduct themselves as strangers

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– Testing acceptable behavior
– Negotiating the relationships
– Involves:

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• Impression Management
ã Ingratiation
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What is Impression
Management?

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Impressions Management

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• A follower’s effort to project a
favorable image in order to gain
an immediate benefit or improve
long-term relationships with the
leader
• A leader’s attempt to project a
sense to the followers that
he/she is confident and
competent

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And, What is
Ingratiation?

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Ingratiation

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• The follower’s effort to appear
supportive, appreciative, and
respectful
• The leader’s effort to appear
as one of the “good guys” to
work for
• Let’s look at the next stage in

the LMX Life Cycle Model

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LMX Life Cycle Model
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• Stage 2: Leader & follower
become acquainted

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– Further refine their roles
– Mutual trust, loyalty, & respect
develop
– Relationships that do not move
beyond Stage 1 tend to

deteriorate

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LMX Life Cycle Model
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• Stage 3: Roles reach
maturity

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– Mutual commitment to
organization
– In-group / Out-group level

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Leader relationships
are not limited to
employees, but include

peers, customers,
suppliers, and other
relevant stakeholders
in the broader
community.

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Dyadic Approach
Systems & Network
View

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