LeadershipinOrganizationsNinthEditionChapter10DyadicRelationsandFollowersCopyright?2020,2013,2010PearsonEducation,Inc.AllRightsReserved

LearningObjectivesAfterstudyingthischapter,youshouldbeableto:10.1Understandwhydifferentdyadicrelationshipsdevelopbetweenaleaderandsubordinates.10.2Understandhowleadersareinfluencedbyattributionsaboutsubordinates.10.3Understandappropriatewaystomanageasubordinatewithperformancedeficiencies.10.4Understandhowleadersandfollowersattempttomanageimpressions.10.5Understandhowattributionsandimplicittheoriesinfluencefollowerperceptionofaleader.10.6Understandhowfollowerscanhaveamoreeffectiverelationshipwiththeirleader.

Leader-MemberExchangeTheory(1of2)Leader-memberexchange(LMX)theorydescribestherole-makingprocessesbetweenaleaderandeachindividualsubordinateandtheexchangerelationshipthatdevelopsovertime.?Thebasicpremiseofthetheoryisthatleadersdevelopanexchangerelationshipwitheachsubordinateasthetwopartiesmutuallydefinethesubordinate’srole.?Mostleadersdevelopahigh-exchangerelationshipwithasmallnumberoftrustedsubordinateswhofunctionasassistants,lieutenants,oradvisors.

Leader-MemberExchangeTheory(2of2)ResearchonLMXDeterminantsandConsequencesofLMXEvaluationofLMXTheory

LeaderAttributionsaboutSubordinatesHowaleaderactstowardasubordinatevariesdependingonwhetherthesubordinateisperceivedascompetentandloyal,orincompetentanduntrustworthy.Two-StageAttributionModelOtherDeterminantsofLeaderAttributionsRelationalAttributions

GuidelinesforCorrectingPerformanceDeficiencies(1of3)Gatherinformationabouttheperformanceproblem.Trytoabsorbattributionbias.Providecorrectivefeedbackpromptly.Describethedeficiencybrieflyinspecificterms.Explaintheadverseimpactofineffectivebehavior.Staycalmandprofessional.

GuidelinesforCorrectingP