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Questions and Answers
Is a dyad defined as the individualized relationship between a leader and each follower in a work unit?
Is a dyad defined as the individualized relationship between a leader and each follower in a work unit?
True
Does dyadic theory approach leadership as an exchange relationship that develops over time during role-making activities?
Does dyadic theory approach leadership as an exchange relationship that develops over time during role-making activities?
True
Are in-group followers characterized by high mutual trust, respect, loyalty, and influence in their relationship with the leader?
Are in-group followers characterized by high mutual trust, respect, loyalty, and influence in their relationship with the leader?
True
Are out-group followers characterized by few or no social ties to their leader and a strictly task-centered relationship?
Are out-group followers characterized by few or no social ties to their leader and a strictly task-centered relationship?
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Effective followers combine two roles: to execute decisions made by a leader, or to raise issues about those decisions when they are deemed misguided or unethical.
Effective followers combine two roles: to execute decisions made by a leader, or to raise issues about those decisions when they are deemed misguided or unethical.
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Alienated followers feel cheated for exemplary work.
Alienated followers feel cheated for exemplary work.
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Delegation should only occur when time is short for priority tasks.
Delegation should only occur when time is short for priority tasks.
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Passive followers are always actively engaged in decision-making.
Passive followers are always actively engaged in decision-making.
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The (in-group) includes followers with strong social ties to their leader in a supportive relationship characterized by high mutual trust, respect, lovalty, and influence
The (in-group) includes followers with strong social ties to their leader in a supportive relationship characterized by high mutual trust, respect, lovalty, and influence
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Ingratiation is the effort to appear supportive, appreciative, and respectful.
Ingratiation is the effort to appear supportive, appreciative, and respectful.
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Followership behavior results from the leader-follower mutual influencing relationship.
Followership behavior results from the leader-follower mutual influencing relationship.
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There are different follower types, including alienated, conformist, passive, effective, and pragmatic followers.
There are different follower types, including alienated, conformist, passive, effective, and pragmatic followers.
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The (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.
The (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.
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Locus of control is a belief over who has control of a person’s destiny.
Locus of control is a belief over who has control of a person’s destiny.
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Several power types, education, and experience can boost upward influence and help in delegation.
Several power types, education, and experience can boost upward influence and help in delegation.
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In-groups and out-groups: in-group leaders use expert, referent, and reward power, while out-group leaders use position power.
In-groups and out-groups: in-group leaders use expert, referent, and reward power, while out-group leaders use position power.
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The (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.
The (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.
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Proactive followers seek feedback, show initiative, possess commitment, responsibility, and the right attitude.
Proactive followers seek feedback, show initiative, possess commitment, responsibility, and the right attitude.
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Impressions-driven and performance-driven motives influence follower behavior in LMX relationships.
Impressions-driven and performance-driven motives influence follower behavior in LMX relationships.
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LMX relationships involve reciprocal exchanges, and leaders can support follower careers.
LMX relationships involve reciprocal exchanges, and leaders can support follower careers.
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Study Notes
Vertical Dyadic Linkage (VDL) and Leader-Member Exchange (LMX) Theory
- VDL theory was renamed the leader-member exchange theory (LMX) in the 1980s.
- In-groups and out-groups: in-group leaders use expert, referent, and reward power, while out-group leaders use position power.
- LMX relationships are based on social exchanges, emphasizing reciprocity.
- According to LMX theory, a leader's behavior varies based on the quality of the interpersonal relationship with each individual.
- Both the leader and the follower influence the exchange relationship in LMX theory.
- LMX relationships develop when leaders transition from economic-based exchange to socially based exchange.
- A positive work climate fosters positive LMX relationships between leaders and followers and among followers.
- Proactive followers seek feedback, show initiative, possess commitment, responsibility, and the right attitude.
- Impressions-driven and performance-driven motives influence follower behavior in LMX relationships.
- High-quality LMX relationships result in more organizational citizenship behavior (OCB) and higher performance ratings for employees.
- LMX relationships involve reciprocal exchanges, and leaders can support follower careers.
- Criticisms of LMX theory include the LMX-7 questionnaire's single perspective, attribution bias, and questions about its predictive power.
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Description
Test your knowledge about the Vertical Dyadic Linkage (VDL) theory, which focuses on how the relationship between a leader and follower can affect leadership. Learn about the evolution of VDL into the leader-member exchange theory (LMX) in the 1980s.
