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Leadership CH 7
Leader-Member Exchange and Follwership
| Term | Definition |
|---|---|
| Dyad | Individualized relationship between a leader and each follower in a work unit. |
| Dyadic Theory | Approaches leadership as an exchange relationship that develops between a leader and a follower over time during role-making activities. |
| In-Group | Includes followers with strong social ties to their leader in a supportive relationship characterized by high mutual trust, respect, loyalty, and influence. |
| Out-Group | Includes followers with few or no social ties to their leader, in a strictly task-centered relationship characterized by low exchange and top-down influence. |
| Leader-Member Exchange (LMX) | The quality of the exchange relationship between a leader and a follower. |
| Organizational citizenship behavior | Individual behavior that is discretionary, not directly or explicityly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization |
| Social Identity | The degree to which members form close social ties with the group and how it subsequently influences interactions within and between group members. |
| Impressions management | A follower's effort to project a favorable image 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 |
| Social Capital | The set of resources that inheres in the structure of relations between members of the group, which helps them get ahead. |
| Followership | The behavior of followers that result from the leader-follower mutual influencing relationship |
| Follower | Someone who is under the direct influence and authority of a leader |
| Passive Follower | Someone who is low on critical thinking and low on involvement |
| Conformist follower | Someone who is high on involvement but low on critical thinking |
| Effective follower | Someone who is high on critical thinking and involvement |
| Alienated follower | Someone who is low on involvement, yet is high on critical thinking. |
| Pragmatic follower | Exhibits a little of all four styles--depending on which style fits the prevailing situation. |
| Self-efficacy | A person's beliefs in his or her capabilities to produce at a certain level of performance. |
| Locus of control | On a continuum between an external and internal belief over who has control of a person's destiny. |
| Delegation | The process of assigning responsibility and authority for accomplishing objectives. |
| Delegation model Steps | 1) explain the need for delegating and the reasons for selecting the employee; 2) set objectives that define responsibility, level of authority, and deadline; 3) develop a plan; and 4) establish control checkpoints and hold employees accountable. |
| Vertical dyadic linkage (VDL) | Focuses on the notion that the state of the relationship between a leader and a follower can affect the leadership process. |
| Span of control | The number of direct followers to a particular leader |
| Three factors that distinguish influential followers from their peers | 1.) Power position, 2.) Locus of Control, 3.) Education and experience |
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