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WEEK 9: DYADIC RELATIONSHIP, FOLLOWERSHIP & DELEGATION - Coggle Diagram

- - - - effective leaders should aspire to establish relationship with all members not just a few special individuals
      - out groups - less productive
  - - - leaderships can aspire to build positive relationships with all subordinates nut just chosen few
    - - quality of each dyad & its effects on organisational outcomes over time
    - - individualised leader-subordinate interactions creating in-groups & out-groups
    - - create positive dyadic relationships across traditional boundaries to include a larger network
  - - - subordinates with strong social ties to their leader in a people-oriented style
        
        high exchange
        
        two-way loyalty
        
        high mutual trust
        
        mutual influence
        
        people-oriented relationship
        
        special favours from leader
    - - subordinates with little or no social ties to their leader, strictly task-oriented relationship
        
        lack of trust
        
        not much loyalty
        
        low exchange
        
        little or no mutual influence
        
        task-oriented relationship
- - - - negotiating the relationships
      - involves
        
        impression management
        
        ingratiation
      - testing acceptable behaviour
    - - A follower's effort to project a favourable 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 & competent
    - - follower's effort to appear supportive, appreciative & respectful
      - leader's effort to appear as one of the "good guys" to work for
  - - - mutual trust, loyal & respect develop
      - relationships that do not move beyond STAGE 1 tend to deteriorate
      - further refine their roles
  - - - mutual commitment to organization
      - In-group/ out-group
- - - - habit
      - fear
        
        that subordinate will fail
        
        that your leader expects you to do it