A Vertical Dyad Linkage Approach to Leadership within Formal Organizations A Longitudinal Investigation of the'l~ole Making Process 1 (original) (raw)
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Generalizability of the vertical dyad linkage model of leadership.
1980
Abstract The validity of the Vertical Dyad Linkage model of leadership was tested under conditions differing substantially from those investigated in past research on the model. In over 90 percent of the units in this study, supervisors formed different quality relationships with their subordinates. Subordinates reporting high quality relationships with their supervisors assumed greater job responsibility, contributed more to their units, and were rated as higher performers than those reporting low quality relationships.
2018
The purpose of the following study was to advance the science of leadership emergence by taking a process-oriented approach to understand the dyadic micro-level interacts that underlie the emergence of leader-follower relationship. While most leadership emergence research focuses mainly on attributes, behaviors, or perceptions of individuals and neglects the multilevel, temporal and contextual of the emergence leaders, this study focuses on dyads’ attributes, behaviors and perceptions and considers the teams, over time, and in situ. Individuals worked together in teams over the course of four weeks to accomplish a task, and their verbal interactions were recorded and coded. Attributes of dyads and dyadic perceptions of leaderfollower relationship emergence were collected. Results showed dyads that were more similar in leadership self-efficacy were more likely to engage in symmetrical types of interactions. Furthermore, the more dyads engaged in such symmetrical exchanges, the more l...
Leadership, 2020
While there is growing recognition of leadership as a collective phenomenon, the question of how leadership is shared in the context of hierarchical asymmetry has been neglected in the collective leadership literature. Our article addresses this gap by examining how sharing leadership is negotiated in team interactions that are steeped in asymmetry deriving from the professional hierarchy. Adopting a leadership-in-interaction approach, we draw on fine-grained analysis of observed interactions on interprofessional teams from two health care organizations to compare the discursive strategies used by professionals in a superior hierarchical position to the ones used by those in inferior positions to share leadership. These strategies are organized into a matrix of interactional moves that resist or enact the professional hierarchy. Empirical vignettes are provided to demonstrate how sharing leadership and hierarchical leadership can be co-present and even intertwined in an interaction. We show that leadership is shared (or not) as a result of how the professional hierarchy gets negotiated in interactions. More specifically, we conclude that the sharing of leadership in this context tends to occur prior to decision making, especially around problem formulation, if the interactional climate allows. Furthermore, it requires concrete effort: Those in superior positions of influence mindfully relax the hierarchy whereas those in inferior positions create moments of sharing leadership through resistance and struggle.
Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many reinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.
Leader–member agreement: A vertical dyad linkage approach
Journal of Applied Psychology, 1978
The hypothesis derived from the vertical dyad linkage model of leadership development and investigated in this study is that agreement between a leader and a member regarding the meaning of certain mutually experienced events and situations will vary as a positive function of the quality of their dyadic exchanges. By employing dyadic measurement procedures, 109 managerial dyads were assessed at three separate times with 3-month intervals between assessments. Two different measures of dyadic agreement were used. The results showed moderately high agreement within high-and intermediate-quality dyads and low agreement within low-quality dyads. These results were replicated on an independent sample of 41 managerial dyads. Implications of these findings are discussed.
Effects of leader‐member exchange on subordinates’ upward influence attempts
Communication Research Reports, 1991
This research examined the extent to which subordinates' perceptions of supervisory relationship quality affected how frequently they use different types of tactics in their self-reported upward influence attempts. Based on their responses to the Leader-Member Exchange Scale (1982), three hundred and thirty-seven respondents from five different organizations were classified into an in-group or out-group supervisory relationship. As a part of a larger study, a typology of upward influence messages was created based on the extent to which: (l) the means employed to attempt influence are open or closed, and (2) the desired outcomes are openly expressed or left undisclosed. The resulting dependent variable consisted of three types of tactics: open persuasion, strategic persuasion, and manipulation. MANOVA results indicated that in-group subordinates used significantly more open persuasion and strategic persuasion, and significantly less manipulation in their upward influence attempts than did out-group subordinates. Results are discussed in terms of the communicative aspects of the leader-member exchange construct. Leader-member exchange is a way to conceptualize the nature of superior-subordinate role relationships in organizations. This framework recognizes that supervisory relationships are rarely equivalent and that they develop in ways that cast subordinates in in-group or out-group roles (e.g., Dansereau, Graen & Haga, 1975; Graen & Cashman, 1975). In-group subordinates are more involved in communicating and administering activities, and seem to enjoy greater work-related support and responsiveness from their supervisors. Outgroup subordinates tend to develop more formal, restricted relationships with their supervisors and perform fairly routine tasks in their workgroups (Graen, 1976). While some reconceptualization of the leader member exchange construct has occurred (see Dienesch &
2001
Leadership research has recently begun to emphasize the importance of examining the level of analysis (e.g., individual, dyad, group, organization) at which phenomena are hypothesized to occur. Unfortunately, however, it is still not commonplace for theory to clearly specify, and for investigations to directly test, expected and rival level-of-analysis effects. This article first selectively reviews a crosssection of theories, models, and approaches in leadership, showing generally poor alignment between theory and the level of analysis actually used in its testing. A multiple levels of analysis investigation of the Leader-Member Exchange (LMX) model is next presented. This theory has as its foundation the dyadic relationship between a supervisor and his or her subordinates. Yet, less than 10% of published LMX studies have examined level of analysis-and none has employed dyadic analysis. Using within-and between-entities analysis (WABA) and two different samples, four LMX level-ofanalysis representations are tested, which involve monosource data; three of these models are then tested using heterosource data. Overall, good support is found for the LMX approach at the withingroups and between-dyads levels. Implications for aligning theory with appropriate levels of analysis in future research are considered.
Structuring constraints on perceptions of upward influence and supervisory relationships
Southern Communication Journal, 1994
This research examined the effects of centralization of authority on employees' perceptions of the likelihood of attempting upward influence and their perceptions of supervisory trust and leadermember exchange. Three hundred and sixty-two employees from five different organizations responded to a questionnaire that assessed perceptions of centralization, attitudes toward upward influence, leader-member exchange, and supervisory trust. Consistent with earlier formulations, centralization was operationalized as perceptions of participation in decision making and job autonomy (Hage, 1980; Hage & Aiken, 1967). Results revealed that both job autonomy and participation in decision making significantly affect subordinates' attitudes toward attempting upward influence and the levels of trust and leader-member exchange they report concerning their supervisory relationship. The results are used to support the argument that centralization of authority acts as a structuring process in organizations to the extent that it constrains and most likely sustains variation in supervisory relational quality and attitudes toward attempting upward influence. My biggest problem is getting my employees to tell me what they think.-Middle-level manager, IBM In puzzling over why her employees resist sharing thoughts and opinions when invited, this manager is revealing that a supervisor who intends to be participative may still have difficulty acquiring needed information. Simply because employees are invited to participate in organizational decisions does not mean that they will do so. The privately held