Dyadic Theories Followership Report
Dyadic Theories Followership Report
Dyadic Theories Followership Report
FOLLOWERSHIP
BY:
GLORIA H. VILLEGAS
JOBERLEE B. ERAN
MPSM-2
DYADIC THEORY
the subordinates developed close were not key players in the work unit
relationships with the leader and often
became assistants who played key roles
in the functioning of the work unit
had high access to the leader tended to be passive and did not have
positions of influence or access to the
leader
expressed greater mutual influence and tended not to experience positive leader
collaborative effort with the leader, and relationships and influence, and the leader
they had opportunities to receive greater was more likely to use formal authority
rewards and perform additional duties and coercive behavior on these
subordinates
IN-GROUP OUT-GROUP
They do extra things for the leader and They are less compatible with the leader
the leader does the same for them and usually just come to work, do their
job, and go home
STRENGTHS:
Role Role
Routinization
Taking Making
When a new member joins An informal and unstructured In this phase, a pattern of
the organization, the negotiation on work-related ongoing social exchange between
leader assesses the talent factors takes place between the the leader and the member
leader and the member. A becomes established. The constant
and abilities of the member
member who is similar to the social exchange between the
and offers them leader is more likely to succeed. A leader and the new member give
opportunities to betrayal by the member at this rise to a pattern. The members of
demonstrate their stage may result in him being the in-group work hard and
capabilities. relegated to the out-group. value the leader’s opinion.
LEADERSHIP MAKING MODEL
GEORGE B. GRAEN AND MARY UHL-BIEN
• This larger network of the leader may cross to other work units and
organizational boundaries.
• The theory suggest that there is a need for the leader to build
networks of one-on-one relationships and to use their traits and
behaviors selectively to create positive relationship with as many
people as possible.
CRITISMS