Dyadic and Follower-Centric Approaches (10/7/2026)

Leader-Member Exchange (LMX)

Conceptualizes leadership as a process that is centered on the interactions between leaders and followers; how leaders develop exchange relationships over time with different memebers

High-quality exchange relationships

• High levels of support

• Mutual respect

• Mutual dependence

• Loyalty

• Commitment

• High levels of trust

High LMX differentiation

More differentiation between the in-group and out-group

Low LMX differentation

Less differentiation between the in-group and out-group

Vertical dyad linkage

Kind of prototype of LMX, speaks to in-group and out-groups in relation to the leader. Members within the high-quality relationship group will have +3. Members outside the high-quality relationship group will have 0.

Differentiation is neither inherently good or bad in general because the effects depend on situational variables and personal resources

TRUE

LMX agreement

Match between leader and follower’s perception of LMX quality (p = .37)

Predictors of LMX Relationship Quality

• Trust

• Transformational leadership

• Transparency

• Psychological safety

• High scores on extraversion and agreeableness for both leader and member

• Member’s competence and performance

• Congruence of values, attitudes and proactive personality

• A positive work group climate and a people-oriented organizational culture

• Affective events

Outcomes of High Quality LMX Quality

• Job satisfaction

• Citizenship behaviors

• Better follower mental health

• Lower organizational turnover intention

• Less organizational deviance

• Greater career success

• Related to feelings of energy in employees, which in turn relates to greater involvement in creative work

Which of the four I’s from transformational leadership is most related to LMX exchange?

Individualized consideration

Implicit Leadership Theories (ILTs)

Beliefs and assumptions about qualities of effective leaders. Lay images of leadership, which are individually and socially determined. Prototypes or ideal instances of leadership. Used to classify individuals as leaders or non-leaders

Dimensions of ILT

• Masculinity

• Intelligence

• Attractiveness

• Strength

• Sensitivity

• Dedication

• Charisma

• Tyranny

When do ILTs become important?

When followers agree about them and identify strongly with their group or organization. Leader's who fit their followers’ ILTs are considered effective

Romance of leadership as an ILT example

A widely held ILT regarding the importance of leaders and leadership. Humans see leaders as capable of controlling and influencing the fate of organizations and people. Over-attributing company performance to leaders.

Power

Having the discretion and the means to enforce one’s will over entities

Broad types of power sources

Position and personal power (don’t take power personally)

Facets types of power sources

Legitimate power, reward power, coercive power, reference power, expert power, information power

Outcomes of power

Commitment, compliance, and resistance

Influence tactics

Impression management, political, and proactive

Impression management tactics

Trying to get people view us in a favorable light

Political tactics

Getting access to certain resources that may be off-limits or restricted

Proactive tactics

Check back later

The most effective influence tactics

Rational persuasion, inspirational appeal, consultation, collaboration, and apprising

The Art of Followership

“Followership is a process whereby an individual or individuals accept the influence of others to accomplish a common goal”

Leadership and followership are closely intertwined

• Everyone - leaders included - is a follower at one time or another

• An effective group has a leader and followers

• Most of us are more often followers than leaders

• Followership is the testing ground in preparation for leadership

Leader centric views vs. reversing-the-lens perspective

That followers can be change agents and that follower characteristics are related to ratings of leader behavior

Followers are _____ agents in the leadership process

active

Effective followers manage up

Consciously and deliberately developing a meaningful, task-related, mutually respectful relationship with direct superiors

Challenges of managing up

• More interest in pleasing and keeping the boss happy

• Little power and control in the relationship

• Effective followers are far from powerless; in reality, have more power than they know

Follower Attributions

• Followers judge leader intentions as well as leader competence

• Followers usually attribute success or failure more to the leader’s personal qualities (e.g., expertise, initiative, creativity, dedication) than to situational factors beyond the control of the leader

Leaders perceived to be competent are likely to

• Retain their position or be advanced to a higher position

• Gain more power and have more discretion to make changes

Good follower characteristics

• A make-it-happen attitude

• More

What Followers Want in Leader

• Honesty

• Forward-thinking

• Inspiring

• Competence

How leaders enable the ideas and abilities of followers

• Clarity of direction

• Opportunities for growth