Slide đại cương về lãnh đạo trong tổ chức chpater 6 dyadic relationships, followership and delegation

LEADERSHIP: ng c om Theory, Application, Skill Development co 2d Edition ng th an Robert N Lussier and Christopher F Achua du o This presentation edited and enhanced by: cu u George W Crawford Asst Prof of Mgmt Clayton College & State University Morrow, GA 30260 georgecrawford@mail.clayton.edu Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-1 https://fb.com/tailieudientucntt co ng c om Chapter cu u du o ng th an Dyadic Relationships, Followership, and Delegation Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-2 https://fb.com/tailieudientucntt ng co an th ng du o u • • • • 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 Follower influencing characteristics Things a leader should delegate cu • • • • c om Chapter Learning Outcomes Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-3 https://fb.com/tailieudientucntt .c om cu u du o ng th an co ng What is a dyadic leader relationship? Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-4 https://fb.com/tailieudientucntt ng co an cu u du o ng th The relationship between a leader and each follower in a work unit .c om Dyadic Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-5 https://fb.com/tailieudientucntt .c om cu u du o ng th an co ng What is the purpose of Dyadic Theory? Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-6 https://fb.com/tailieudientucntt .c om Dyadic Theory cu u du o ng th an co ng Explains why leaders vary their behavior with different followers Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-7 https://fb.com/tailieudientucntt Dyadic Approach: c om Stages of Development Vertical-Dyad Linkage Theory co ng 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 cu u du o Team Building ng th an Leader-Member Exchange Systems and Networks Create positive dyadic relationships across traditional boundaries to include a larger network Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-8 https://fb.com/tailieudientucntt .c om Dyadic Theory Trends cu u du o ng th an co ng • 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 Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-9 https://fb.com/tailieudientucntt Vertical Dyad Linkage (VDL) Theory c om Attempts to understand how leaders create in-groups and out-groups cu u du o co ng • Out-group those subordinates with little or no social ties to their leader, strictly task-oriented relationship an th ng • In-group those subordinates with strong social ties to their leader in a people-oriented style Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-10 https://fb.com/tailieudientucntt co ng • Clarify your role & expectations • Show appreciation • Keep the leader informed • Resist influencing the leader inappropriately cu u du o ng th an • Offer support • Take initiative • Coach & counsel the leader • Raise issues & concerns • Seek honest feedback c om How to be an Effective Follower Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-53 https://fb.com/tailieudientucntt ng co cu u du o ng th an The process of assigning to a subordinate the responsibility and authority for accomplishing objectives c om Delegation Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-54 https://fb.com/tailieudientucntt .c om Why Delegate? cu u du o ng th an co ng • To have more time for higher-priority tasks • To increase productivity • To train & develop subordinates • To reduce manager stress Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-55 https://fb.com/tailieudientucntt .c om Obstacle to Delegation th ng du o – Habit – Fear an co ng • Managers who want to it all themselves cu u • That subordinate will fail • That your leader expects you to it Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-56 https://fb.com/tailieudientucntt .c om Paperwork Routine Tasks ng Solving Employees’ Problems cu u Tasks with Developmental Potential du o ng th an co What To Delegate Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com Technical Matters 7-57 https://fb.com/tailieudientucntt How to Delegate cu u du o ng th an co ng c om • Explain the need & why the employee has been selected • Set objectives to include deadline & level of authority • Develop a plan • Establish control checkpoints • Hold employees accountable • Commit it all to writing Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-58 https://fb.com/tailieudientucntt .c om Discussion Question cu u du o ng th an co ng What are the differences between in-groups and out-groups? Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-59 https://fb.com/tailieudientucntt .c om Discussion Question cu u du o ng th an co ng How quality leadermember exchange relationships influence follower behavior? Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-60 https://fb.com/tailieudientucntt ng co cu u du o ng th an How does a leader’s first impression and perception of a follower influence the quality of their relationship? c om Discussion Question Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-61 https://fb.com/tailieudientucntt ng co cu u du o ng th an What are the three stages of the “life cycle model” of LMX theory? c om Discussion Question Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 1.? 2.? 3.? 7-62 https://fb.com/tailieudientucntt .c om Discussion Question cu u du o ng th an co ng How can a follower’s perception or attribution of a leader influence their relationship? Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-63 https://fb.com/tailieudientucntt .c om Discussion Question What is the presence of bias in the LMX relationship? • What is its potential impact on out-group and in-group members of the organization? cu u du o ng th an co ng • Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-64 https://fb.com/tailieudientucntt .c om Discussion Question cu u du o ng th an co ng How education and experience, described as follower influencing characteristics, affect effective followership? Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-65 https://fb.com/tailieudientucntt .c om Discussion Question cu u du o ng th an co ng What are some of the benefits of delegating? Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-66 https://fb.com/tailieudientucntt ng co cu u du o ng th an What are some things that a leader should not delegate? c om Discussion Question Copyright ©2004 by South-Western,a division of Thomson Learning All rights reserved CuuDuongThanCong.com 7-67 https://fb.com/tailieudientucntt ...co ng c om Chapter cu u du o ng th an Dyadic Relationships, Followership, and Delegation Copyright ©2004 by South-Western,a division of Thomson Learning All... o u • • • • 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... om Dyadic Theory Trends cu u du o ng th an co ng • Size expands from 1-on-1 to a network between leader and followers, over time • Quality of each dyad affects performance • Quality of expanded