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Followership and Leader - M ember Exchange

Followership and Leader - M ember Exchange. Elvi Puspasari Dewi - 0131121097 Fitriasally - 0131121226 Kanzi Abi Karami - 0131121148 Theodora Stephanie - 0131121111 Yosie Hadiputra Setiawati - 0131121125. Evoluation of Dyadic. Dyadic Theory???. Stages of Evolution. Vertical Dyadic

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Followership and Leader - M ember Exchange

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  1. Followership and Leader - Member Exchange ElviPuspasariDewi - 0131121097 Fitriasally - 0131121226 KanziAbiKarami- 0131121148 Theodora Stephanie - 0131121111 YosieHadiputraSetiawati - 0131121125

  2. Evoluation of Dyadic Dyadic Theory???

  3. Stages of Evolution Vertical Dyadic Linkage Team - Member Exchange Leader - Member Exchange

  4. Vertical Dyadic Linkage Individualized leader-follower interactions creating in- groups and out-groups Titik berat teori ini pada “dyad” yaitu hubungan antara pemimpin dengan tiap-tiap bawahannya secara bebas.

  5. Leader- Member Exchange Focus is on the quality of each dyad and its effects on organizational outcomes over time

  6. Team- Member Exchange A team leader’s social exchanges with team members through the mutual exchange of ideas,support,camaraderie,and feedback

  7. Leader-Member Exchange Theory “Deals with how leaders influence member behavior” Performance Satisfaction High Quality LMX Relationships Positive Followers Outcomes Organizational Citizenship Behavior Commitment

  8. Factors That Influence LMX Relationships • Follower Behavior and Attributes • Leader-Follower Perceptions and Self-Identities • Situational Factors

  9. Factors That Influence LMX Relationships • Follower Behavior And Attributes A follower’s behavior and attributes influences how the leader and other members see such a follower.

  10. Factors That Influence LMX Relationships • Leader-Follower Perceptions and Self Identities “Self identities has the potential to influence behavior in interpersonal relationships” Three dimensions of self-identity: - Individual - Relational - Collective

  11. Factors That Influence LMX Relationships • Situational Factors - The relationship according to the life-cycle model - Managerial Resource Strength - The leader’s span of control - The work group climate - One’s social identity

  12. Developing High-Quality LMX Relationships • Impressions Management “A follower’s effort to project a favorable image in order to gain an immediate benefit or improve a long-term relationship with the leader.” • Ingratiation “The effort to appear supportive, appreciative, and respectful.” • Self-Promotion “The effort to appear competent and dependable.”

  13. The Benefits of High-Quality LMX Relationship Leader’s control over outcomes that are desirable to the followers : • Helping follower’s career • Allowing participation in decision making • Delegating greater responsibility and authority • More sharing of information • Assigning in-group members to interesting and desirable tasks • Follower loyal to leader, more committed to task objectives, work harder, and share some of leader’s administrative duties

  14. Strengths and Limitation of LMX Theory

  15. High-Quality LMX and TMX relationship influence folowers: • Organizational commitment • Organizational citizenship behaviour • Job performance • Creativity.

  16. The LMX relationship: • 1. how well the leader understand your job problems and needs? • 2. how well does your leader recognize your potential? • 3. How would charateristic your relationship with leader?

  17. Managers & human resource management specialist • Procedural checks and control • High quality LMX relation

  18. Followership “without followers, leadership is meaningless and leaders don’t exist” - Robert Kelley • Defining followership • Followership types • Follower influencing characteristics • Suggested guidelines to become an effective follower • The dual role of being a leader and follower

  19. Defining followership Followership : the behavior of followers that result from the leader-follower mutual influencing relationship Follower : someone who is being influenced by a leader

  20. No work unit or organised effort can succed and be sustained without followers, it’s the power of followership - Kelley (1998) The fact that effective followers are also courages followers who tend to demonstrate certain behaviors. -Chaleff (2003) The five behaviors: Courage to accept responsibility Courage to serve Courage to question Courage to be part of necessary change Courage to take a moral stand when necessary

  21. Follower Types High Conformist Follower Effective Follower Pragmatic Follower Level of Involvement Alienated Follower Passive Follower Low High Critical ThinkingLow

  22. The Effective Follower The effective follower has a high self efficacy compared to the ineffective follower. Self efficacy : person’s beliefs in his/her capabilities to produce at a certain level of performance Determine how people feel, think, motivate themselves and behave, which in turn influences their work ethic

  23. Guideliness to becoming an Effective follower • Offer support to Leader • Take Initiative • Counsel and coach the leader when appropiate • Raise issues and/or concerns when necessary • Seek and encourage honest feedback from the leader • Clarify your role and expectations • Show appreciation • Keep the leader informed • Resist inappropriate influence from the leader

  24. Determinants of follower influence Power Position Education and Experience Locus of control

  25. Dual role of being a leader and a follower

  26. Delegating is the process of assigning responsibility and authority for accomplishing objectives. Delegating refers to giving employees new tasks. Effective delegation requires consider about several factors, ex. follower characteristics.

  27. Benefit of Delegation

  28. Obstacles to Delegation

  29. Delegating Decisions

  30. Steps in Delegation Process Step 1 Step 2 Step 3 Step 4

  31. Follower Evaluation and Feedback People in general tend to be defensive when being evaluated, moreover when it comes to a negative evaluation. Some others questioning their abilitiesand threatens their self-estem.

  32. Some leaders are not comfortable in judging the bad performance of their followers. • However, evaluation is always important to fix those performance weaknesses.

  33. Researchers and practitioners generally agree that followers are admire and respect the leaders who: show honesty, caring, understandng, and empathy during the evaluation process.

  34. The followers wants a fair and effective evaluation 360 Degree multi-rater evaluation method: This methode of evaluation tool uses multiple sources: • Self • Peer • Superior • Customer • Suppliers

  35. Pre evaluation and Feedback • Remind self to stay calm and professional • Gather acurate fact on followers performance • Remind self to avoid rush to judgement

  36. During evaluation and feedback session • Be specific in stating performance deficiency • Explain negative impact of ineffective behaviour • Help followers identify reasons for poor performance • Ask followers to suggest remedies • Arrive at mutual agreement on specific action steps

  37. Post evaluation and feedback session • Follow up to ensure implementation of action steps • Show desire to be of help to followers • Build followers self confidence

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