Followership approaches, LMX & SIT Stewart and Tymon 2016 More - - PowerPoint PPT Presentation

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Jul 23, 2023 225 likes •481 views

Followership approaches, LMX & SIT Stewart and Tymon 2016 More than 100 years of research Estimated $30billion annual spend on leadership development! Yet we are not happy with our leaders Traits, behaviours, styles, situational,

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Stewart and Tymon 2016

Followership approaches, LMX & SIT

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Stewart and Tymon 2018

 More than 100 years of research  Estimated $30billion annual spend on leadership

development!

 Yet we are not happy with our leaders  Traits, behaviours, styles, situational,

transformational

Appeals to perceptions of what leaders are or should be,

“out front”, “leading the way”

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Stewart and Tymon 2016

Leaders are those who can do extraordinary things
But are they?

 Potential issue: leader-centric

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 Leaders have to claim and be granted leadership

(De Rue and Ashford, 2010)

 Without followers there is no leader  Leadership does not happen in a vacuum In a

high-tech, globalised world with:

Flatter, leaner organisations and
Individuals with more expectations of participation

 Followers need more attention

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Leader Member Exchange (LMX)
Social Identity Theory (SIT)
Implicit Leadership Theories (ILTs)
Romance of Leadership (RoL)

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 Critique of leader/ship measurement and

assessment instruments

 Inconsistent results

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Raises questions:

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 Leaders treat followers differently based on

the type of relationship they have with them

Jo Alex Francis Sam

1 2 3

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 In-group followers and out-group followers

exist

Trusted assistants, mature relationships
Hired hands, distant or transactional relationships

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 The question is why are followers in one

group or the other?

 Leader makes an `offer`  Follower accepts or rejects dependent on their

needs

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 Or, follower makes an `offer` and leader

accepts or declines

 Develops early in the relationship  Remains relatively stable  Based on social exchange theory  Unique to each LMX DYAD

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 Not behaviour, not characteristics, not

perception

 An interaction between leader and follower  Leader and follower contribute to the LMX

DYAD

 Graen & Uhl-Bien (1998)

Both leader and follower contribute the same `currency`

 Dienesch & Liden (1986)

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Affect, respect, loyalty, perceived contribution

 Schyns, Paul, Mohr & Blank (2005)

Respect (professional) is key

 Dansereau, Graen, & Haga (1975)

Leaders and followers contribute different currencies
All relationships are totally independent from each other

 Berneth et al. (2007)

Exchange is based on expectancy theory

Good relationships have good results:

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Satisfaction
Performance
Commitment

What will impact the

quality of LMX?

Turnover

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 People want to belong to and identify with groups  Our self image is developed through the groups

we belong to

 People will have a stronger identity with some

groups than others

 Social Identity affects group performance because

it impacts on:

Trust, Collaboration, Group norms
Intra-group interactions
Inter-group interactions

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 The groups we belong to determine how we react

to people in our own groups and with others who are not (Tajfel & Turner, 1979)

 In groups have a bias

In-groups are viewed as heterogeneous

 Out-groups are viewed as homogenous Out-

group discrimination occurs Us and them!

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 Our self-concept and identity drive our

behaviour and groups play a large part in developing these

 Leaders can increase these by:

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 A prototypical leader is more likely to

achieve these things

 Prototypical leaders are more likley to be

accepted by groups

Being one of us, doing it for us, crafting a sense
f us, making us matter

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 Prototypical leaders appear more attractive

and influential and are therefore more effective

 Charismatic leadership is an attribution by

group members rather than a competency

 `Leadership is in the eye of the follower`

(Nye & Simonetta, 1996)

 Is there an argument to recruit and/or

develop prototypical leaders?

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 To what extent should leaders develop

prototypicality?

Stewart and Tymon 2018

 Othman, R., Ee, F. & Shi, N. (2009).

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Understanding dysfunctional LMX: antecedents and outcomes. Leadership &

Organizational Development Journal, 31 (4)

337-350

 Schyns, B. & Day, D. (2009). Critique and

review of LMX theory: Issues of agreement, consensus and excellence. European

Journal

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f Work and Organizational Psychology, 19

(1) 1-29

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