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Dyadic Relations and Followers

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Dyadic Relations and Followers
Calvin B. McIlwain
Current Issues in Leadership MBA 595
June 3, 2014
Kenneth M. Moss, Ph. D

Dyadic Relations and Followers Numerous organizations occurrences like leader and member transaction, mentoring, training, personal conflict and cooperation, performance appraisal and the employment interview are factors in dyadic relationships and interactions. The length of time a subordinate works for the same supervisor is key for the relationship between the supervisory leadership behavior and subordinates’ attitudes and behavior. Leadership characteristics will influence the subordinate characteristics versus the relationship between the leader and the follower. Studies recorded show that veteran nurses received less attention from the nurses which caused tension and reflect on the performance. Experience was measured by longevity in current position instead of how long the nurses had worked for head nurse. Obviously this study found that less experience subordinates needed more supervision from their supervisors (Mossholder, K. W., Niebuhr, R. E., & Norris, D. R., 1990). The longer the dyad work relationship between the leader and the follower, the follower becomes for efficient in job requirements, and the supervisor’s desires and standards. Over time the experience subordinates will need less supervision and may start feel like they are being managed to closely, which can cause grievances, nonattendance at work, and turnover. Long term dyadic interaction with supervisors, subordinates’ fulfillment and performance may not be influenced by the leaders’ behavior. Which is better for the leader and follower dyad relationship short term or long term? This paper will identify the study for the two important leadership outcome variables, subordinate job performance and satisfaction.
Method
Subjects
This volunteer study was distributed to 253 technical employees during the work week in the engineering division of an organization. A total of 10 females and 106 males responded to the study at the rate of 46%. The participation for the division came from five departments ranging from 42 to 52 percent. The requirement for the study was subordinates that had worked for their supervisors for two months could participate in the study with reduced the total participants down to 106. It was concluded the average age of the participants was 34 and the average time of being on the job was six years with 91 per cent of the samplers were college graduates.
Measures
Leader behavior was measured through instrumental and supportive behavior. The scale use to measure instrumental behavior is called Form XII of the Leader Behavior Description Question. This scaled is also use for measuring toward group more so than individual based descriptions. In a study comparing individual to group oriented LBDO is was discovered that strong bond happened with individual and group oriented leader behavior descriptions which produced the parallels with outcome measures. However, stand LBDO items were accepted to be used in this study. The rating measures for leadership behavior were 0.87 and 0.89 for the leader behavior (Mossholder, K. W., Niebuhr, R. E., & Norris, D. R., (1990)
Job Satisfaction To measure satisfaction with work and satisfaction with supervisors the Job Description Index scale was is used. These two subscales were thought to be the most suitable based on the dyadic environment measuring the supervisor subordinate relationship during the study. The rate for worker satisfaction was 0.81 and the rate for satisfaction with supervisor was 0.85 (Mossholder, K. W., Niebuhr, R. E., & Norris, D. R., 1990)
Job Performance The staff members who participated in the study were rated by their immediate supervisors and 54 of the supervisors graded the 116 participants. The grading scale was based on a 23 five point Likert scale ranging from unsatisfactory to outstanding. Performance traits measured were achievement abilities, problem solving abilities, interpersonal and technical abilities, and quality and quantity production. The job performance rate was 0.94.
Analyses
The researched found that subordinates’ knowledge, skills, and abilities may impact relationships concerning organization and consideration. Subordinates competency level in skills and abilities and initiating structure will play a role in job satisfaction. The three variables measured in this study were numbers of years employed with the company, number of years in current job and self-rated ability. Self-perceived measure the effectiveness of person ability and years with the company and longevity in current job measured job specific efficiency and professional skills.
Results
The relationship between the leadership scales was high, as was the link between the satisfaction measures. The link between these set scales was also high and neither performance nor dyadic duration were significantly link with any other variables. Dyadic duration communications play a key role in performance. Direct positive relationships were found in the results for satisfaction with work environment and with supervisors. Dyadic duration is significant part the leader’s behavior performance relationships. Finally, this study showed the relationship between the supervisor and subordinate dyads shows positive results on the short term duration and showed no relationship between the variables for dyads of longer durations.
Dyad Dual Leadership in Innovation Dyad leadership by one person is very rare and the skill set necessary for such facilitation simply does not exist in one individual (Hunter, S. T., Cushenbury, L., & Fairchild, J. 2012). Here are a two examples of dual leadership: Apple, Steve Jobs, & Tim Cook. Jobs was the visionary and brain behind Apple rise to dominance in the electronic and computer innovation, but he was intelligent enough to surround himself with technical and business talented professionals. Cook (now the leader in Apple) was the expert in logistics and he was calm and steady and Jobs was passionate with an erratic temper. The push each other to take Apple to the highest level and it worked, because the both had the same goals with the complementary skills and outstanding work ethics that made them a great team of innovation leaders in the industry. The Manhattan Project, Robert Oppenheimer and Leslie Groves. The Manhattan Project was the project that developed the first atomic bomb that ended World War II. Dr. Robert Oppenheimer, theoretical physicist and General Leslie Groves who was very demanding, in which profile him with the reputation a love him or hate in from his subordinates. This unlikely pair made a great team and could have not been successful without each. The key lesson learned here is in a major project in innovation requires leaders with diverse and special skill set. Oppenheimer sold the idea to Groves of allowing scientists to join forces and becomes partnerships to reflect change for the betterment of the country. Conversely, leadership dyads must respect each other and realize the project should be the main focus and must be able to receive constructive criticism.

Conclusion The study showed the impact of dyadic duration, the leader behavior, the subordinate, performance and satisfaction and how these relationships work together. The study also showed the supervisor and subordinate dyad happen occurs over time. Facts such as character of the leader or the follower play important in the relationship success. The dyad leadership process is always evolving and the key to future is the leader surrounding himself a staff that has the same goals, but have the corresponding skills and strong work ethics to push the team to great success in the future.

References
Hunter, S. T., Cushenbury, L., & Fairchild, J. (2012) Partnerships in Leading for Innovation: A Dyadic Model of Collective Leadership. Industrial and Organizational Psychology. Retrieved from http://eds.a.ebscohost.com.ezproxy.saintleo.edu/ehost/pdfviewer/pdfviewer?sid=0321115e-e9ae-4167-9354-c943b901848f%40sessionmgr4005&vid=2&hid=4213 Krasikova, D. V., & Lebreton J. M. (2012) Just the Two of Us: Misalignment of Theory and Methods in Examining Dyadic Phenomena. Journal Applied Psychology Vol. 97, No. 4 739-757. Retrieved from http://eds.a.ebscohost.com.ezproxy.saintleo.edu/ehost/pdfviewer/pdfviewer?sid=3f41ad20-5021-482f-a5e1-f53794b532f5%40sessionmgr4001&vid=2&hid=4213 Mossholder, K. W., Niebuhr, R. E., & Norris, D. R., (1990). Effects of dyadic duration on the relationship between leader behavior perceptions and follower outcomes. Journal of Organization Behavior, Vol. II, 379-388. Retrieved from http://eds.a.ebscohost.com.ezproxy.saintleo.edu/ehost/pdfviewer/pdfviewer?sid=4c37dd5e-5d07-4f25-93f9-1a1e9252651c%40sessionmgr4003&vid=2&hid=4213

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