Chapter 5

Dyadic Role Making, Attributions, and

Followership
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Learning Objectives

Understand how attributions and implicit theories influence

follower perception and evaluation of a leader
Understand how leader behavior is influenced by
attributions about the motives and skills of subordinates
Understand why different dyadic relationships develop
between a leader and individual subordinates
Understand the major findings in research on leadermember exchange theory and the limitations of this
research

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Learning Objectives

Understand appropriate ways to manage a

subordinate who has performance deficiencies
Understand what followers can do to have a more
effective dyadic relationship with their leader
Understand how follower self-management can
substitute for some aspects of leadership
Understand why it is important for managers to
integrate their leader and follower roles

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Leader-Member Exchange Theory

Initial Version of LMX Theory

Role-Making Stages
Measurement of LMX

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Leader-Member Exchange Theory

Research on Correlates of LMX

Evaluation of LMX Theory and Research

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Ambiguity about the nature of the exchange

relationship
More elaboration about how exchange relationships
evolve over time
Clearer description of how a leaders dyadic
relationships affect each other and group performance
Incorporation of attributional processes
Incorporation of situational variables
More longitudinal research
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Leader Attribution About

Subordinates
Two-Stage Attribution Model

The manager tries to determine the cause of the poor

performance
2. The manager tries to select an appropriate response
to correct the problem
1.

Types of Attributions

Internal

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Effort
Ability

External

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Reasons for an External Attribution

1.
2.
3.
4.
5.
6.

7.
8.
9.

The subordinate has on prior history of poor performance

on similar tasks
The subordinate performs other tasks effectively
The subordinate is doing as well as other people who are
in a similar situation
The effects of failures or mistakes are not serious or
harmful
The manager is dependent on the subordinate for his or
her own success
The subordinate is perceived to have other redeeming
qualities
The subordinate has offered excuses or an apology
Evidence indicates external causes
Managers with prior experience doing the same kind of
work as the subordinate

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Leader Attribution About

Subordinates

Research on the Model

Attributions and LMX

Type of exchange relationship influences managers

attribution

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Less critical when there is a high-exchange relationship

Effective performance more likely to be attributed to internal
factors where there is a high-exchange relationship
Ineffective performance more likely to be attributed to external
factors when there is a high-exchange relationship
Opposite is true for low-exchange relationships

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Correcting Performance Deficiencies

Gather information about the performance problem

Try to avoid attributional biases
Provide corrective feedback promptly
Describe the deficiency briefly in specific terms
Explain the adverse impact of ineffective behavior
Stay calm and professional

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Correcting Performance Deficiencies

Mutually identify the reasons for inadequate

performance
Ask the person to suggest remedies
Express confidence in the person
Express a sincere desire to help the person
Reach agreement on specific action steps
Summarize the discussion and verify agreement

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Follower Attribution and Implicit

Theories

Determinants of Follower Attributions

Timely indicators of performance

Direct versus indirect actions
Response in a crisis
External conditions
Constraints on leaders decisions and actions
Leaders intentions and competency
Leaders personal qualities

Implicit Leadership Theories

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Impression Management

Impression Management Tactics

Exemplification
Ingratiation
Self-Promotion
Intimidation

Impression Management by Followers

Impression Management by Leaders

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Follower Contribution to Effective

Leadership

The Courageous Follower

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Need to implement decisions made by a leader and

challenge misguided or unethical decisions
Willing to risk leaders displeasure
Take time and effort to help a leader grow and succeed
Strong commitment to the organization and its mission

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Self-Management

Strategies

Behavioral Strategies

Cognitive Strategies

Self-reward
Self-punishment
Self-monitoring
Self-goal setting
Self-rehearsal
Cue modification
Positive self-talk
Mental rehearsal

How Leaders Encourage Self-Management

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Guidelines for Followers

Find out what you are expected to do

Take the initiative to deal with problems
Keep the boss informed about your decisions
Verify the accuracy of information you give the
boss
Encourage the boss to provide honest feedback to
you

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Guidelines for Followers

Support leader efforts to make necessary changes

Show appreciation and provide recognition when
appropriate
Challenge flawed plans and proposals made by
leaders
Resist inappropriate influence attempts by the
boss
Provide upward coaching and counseling when
appropriate

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