MGMT 475 - Chapter 7 - Leader-Follower Relations

-an approach to leadership that attempts to explain why leaders vary their behavior with different followers

-awareness of the relationship between the leader and a follower (rather than a group of followers)
-this relationship creates in-groups and out-groups

-focuses on the quality of the leader-follower relationship and its effects on organizational outcomes
-since leaders have limited amounts of social, personal, & organizational resources, they distribute them among followers selectively
-in high quality LMX relationships, followers receive better social support, more resources, and more guidance for career development
-in low quality LMX relationships, followers receive less support, more formal supervision, and little or no involvement in decision making
**employees who perceive themselves to be in supportive relationships with their supervisors tend to have higher performance, job satisfaction, & organizational commitment

-leaders aspire to build positive relationships with all followers, not just a few special individuals
-relationship is a team concept, not a dyad

-examines relationships at a much broader scale involving multiple levels and structural units within the organization
-include a larger network of participants

-followers with strong social ties to their leader
-a supportive relationship characterized by high mutual trust, respect, loyalty, and influence
-leaders primarily use expert, referent, and reward power to influence these members
-these members are invited to participate in decision making, given added responsibility, and have greater access to the leader

-includes followers with few or no social ties to their leader
-strictly task-centered relationship characterized by low exchange and top-down influence
-leaders use reward, legitimate, and coercive power to influence this group
-these members are managed according to requirements of the employment contract. They receive little inspiration, encouragement, or recognition

Stage 1- leader and follower conduct themselves as strangers
Stage 2 - As the leader and follower become acquainted, they engage in further refining the roles they will play together
Stage 3 - the roles reach maturity. Exchange is now based on mutual commitment to the mission and objectives

1) follower attributes
2) Leader-follower perceptions of each other
3) situational factors - random or planned events that provide the opportunity for leaders to evaluate a follower's work ethic or character