DYNAMIC OF LEADERSHIP - Reflection Week 8 (Relationship, Followership and Delegation)

 Reflection Week 8 (Relationship, Followership and Delegation)

The eight class of Dynamics of Leadership was held on Tuesday, 14^th May 2024 with a topic of ‘Relationship, Followership and Delegation’ by starting with sharing slide by Prof Jamilah a word by Alexander the Great, “I am not afraid of an army of lions led by a sheep; I am afraid of an army of sheep led by a lion.” From Prof Jamilah opinion, it is not about only leader is important, but the follower also has to do their part, to work together with the leader to achieve the goal together. Yes, I agree with Prof Jamilah opinion. That word emphasizes the importance of leadership and the impact it can have on a group. Essentially, it suggests that a strong leader, even if outnumbered, can inspire and guide others effectively. Conversely, a weak leader can lead a large group astray.

We moved to lecture about the relationship.

What can I summarize about the importance of relationship in leadership as below;

For the next lesson is about ‘Dyadic’. This is my first time heard this word. What is ‘Dyadic?’ Dyadic is the personalized and individualized relationship between a leader and each follower in a work unit. What is the purpose of Dyadic Theory? Dyadic Theory explains why leaders vary their behaviour with different followers. Dyadic approach has 4 stages development as below diagram; 

 

The Vertical Dyad Linkage (VDL) Model explains how leaders form relationships with their group subordinates. I summarize the advantages and of this theory:

Advantages VDL

Disadvantages VDL

1.Ease of Application: VDL theory is straightforward to apply in the workplace. Leaders can assess their relationships with each member, distinguishing between in-group and out-group.   2.Reward Allocation: Leaders can identify deserving in-group members and allocate perks accordingly. Additionally, recognizing missed opportunities to reward out-group members can enhance fairness.   3.Job Satisfaction and Retention: In-group members tend to experience greater job satisfaction and lower attrition rates, contributing to a positive work environment.

1.Simplistic Categorization: The theory categorizes members into in-group (trusted, influential) and out-group (less favoured) based on limited criteria. This oversimplification may not capture the full complexity of relationships.   2.Neglect of Out-Group: Focusing on in-group members may lead to neglecting out-group members, affecting their motivation and performance.   3.Lack of Nuance: VDL theory doesn’t account for individual nuances or context, potentially overlooking valuable contributions from out-group members

 

For the next slides, Prof Jamilah explain about In-Group (IG) Follower and also Out-Group (OG) Follower. The characteristics of In-Group (IG) Follower and Out-Group (OG) Follower as per below table:

In-Group (IG) Follower	Out-Group (OG) Follower
Members of in-groups feel a sense of belonging and loyalty to the group. In-groups often have their own norms, values, and beliefs that members adhere to. In-groups may exhibit favouritism towards their own members and may be more cooperative and supportive of each other. In-groups may create a sense of unity and solidarity among members.	Members of out-groups are perceived as different or "other" by members of the in-group. Out-groups may be stereotyped or discriminated against by members of the in-group. Out-groups may be seen as competitors or threats to the in-group's resources or status. Out-groups may be marginalized or excluded from certain social circles or opportunities.

 

For me, I think I want to be one of Prof Jamilah In-Group follower in her class, but sometimes I feel nervous to talk first. This is my bad and I’m lack of communication to speak in English so well. But I try to speak smoothly like the other student in class. I hope after this Prof Jamilah will notice me in the class, and in her IG follower.

Foe the next slide is about LMX? What is LMX? LMX is Leader-Member Exchange (LMX) theory, one of dyadic approach as I mentioned before where LMX is a relationship-based approach to leadership that focuses on the two-way relationship between leaders and followers. It posits that leaders form strong trust, emotional, and respect-based relationships with some team members but not with others. These interpersonal relationships influence work-related attitudes and behaviours of subordinates. Essentially, LMX theory highlights how the quality of relationships between supervisors and employees affects performance and job satisfaction.

 

Below is summary of the advantages and disadvantages of LMX theory.

Advantages LMX

Disadvantages LMX

Emphasizes Quality Relationships: LMX theory focuses on the specific relationships between leaders and each subordinate. It recognizes the importance of personalized interactions, trust, and loyalty. Increased Performance and Job Satisfaction: When leaders maintain positive relationships with their team members, it often leads to improved performance and job satisfaction. High-quality relationships foster better communication and collaboration. One-on-One Time: LMX allows for personalized one-on-one time between leaders and followers. This personalized approach can enhance the quality of relationships and overall team dynamics. Practical and Valid: LMX theory is considered robust and practical in describing the role of leader-follower relationships. It emphasizes communication and provides valuable insights for effective leadership.

In-Group Bias: LMX theory can lead to in-group bias, where leaders favor certain team members over others. This can create feelings of exclusion and resentment among those in the “out-group.” Limited Perspective: Focusing on individual relationships may limit the leader’s overall perspective. Leaders might miss broader organizational issues or fail to address team dynamics effectively. Time-Consuming: Developing high-quality relationships with each team member requires time and effort. Leaders may struggle to maintain personalized interactions with everyone. Perceived Unfairness: When some team members receive preferential treatment, others may perceive it as unfair. This can harm morale and trust within the team.

 

Below are some strategies for leaders to enhance their Leader-Member Exchange (LMX) relationships. To build strong LMX relationships takes time and effort, but it pays off in improved team performance and job satisfaction.:

1.    Open Communication: Regularly communicate with team members. Listen actively, provide feedback, and address concerns promptly.

2.    Equal Treatment: Strive for fairness. Avoid favouritism and treat all team members equally. Be consistent in your interactions.

3.    Individualized Attention: Understand each team member’s strengths, weaknesses, and aspirations. Tailor your leadership approach accordingly.

4.    Empowerment: Empower team members by involving them in decision-making processes. Show trust and delegate responsibilities.

5.    Conflict Resolution: Address conflicts promptly and constructively. Encourage open dialogue and find win-win solutions.

 

Next lesson is about ‘Team Building’ in dyadic theory. Dyadic team building refers to the process of building strong relationships and effective communication between two individuals within a team. This can help improve collaboration, trust, and overall team performance.

 

The last theory approach is ‘system and network view’. In dyadic theory, the system view focuses on the interactions between two individuals in a relationship, while the network view examines how these individuals are connected to others in their social network. The system view looks at the dynamics and processes within the dyad itself, while the network view considers the broader context in which the dyad exists, for example employees, customers, suppliers and other relevant stakeholder.

Next slide is about ‘LMX Life-cycle Model’ includes the 3 stages starting with Leader and follower conduct themselves as strangers, leader and follower become acquainted, and last stages is roles reach maturity and have mutual commitment to organization.

Next slide is about ‘high quality LMX relationship’. High quality Leader-Member Exchange (LMX) relationships refer to strong, positive, and mutually beneficial relationships between leaders and their team members. In these relationships, there is a high level of trust, respect, communication, and support between the leader and the team member. High quality LMX relationships have been found to lead to increased job satisfaction, organizational commitment, and performance. They also help in fostering a positive work environment and promoting employee engagement.

We go for next slide is about ‘the follower’. There are 4 types of ‘followers’ which I can described as per below pictures;

After explanation from Prof Jamilah, she asked her class to classified which type of follower are we in the class. I answer as a passive follower due to not participate or answering any question from her. Just type in the chat board to give feedback. But, I’m sure, same like leader, a follower too can improve their communication within practising and development training. I will try to improve myself and be an exemplary or pragmatic follower to a leader. InsyaAllah.

 

Below are the tips for me to consider be an effective follower:

1.    Think for Yourself: While following instructions, maintain independent thought and critical thinking. Don’t blindly accept everything; evaluate and contribute your insights.

2.    Energy and Assertiveness: Approach tasks with enthusiasm and assertiveness. Show initiative and take ownership of your responsibilities.

3.    Self-Motivation: Be proactive. Set personal goals, seek opportunities for growth, and stay motivated without constant supervision.

4.    Calculated Risks: Sometimes, taking calculated risks can lead to innovation and progress. Be willing to step out of your comfort zone.

5.    High Ratings: Strive for positive feedback from both superiors and peers. Consistently deliver quality work.

6.    Follow Instructions: Follow directions diligently. Understand the context and purpose behind tasks.

7.    Task Completion: Complete assigned tasks promptly and efficiently. Avoid procrastination.

8.    Support Initiatives: Be supportive of organizational goals and initiatives. Collaborate with colleagues to achieve shared objectives.

9.    Active Listening: Listen actively to others. Understand their perspectives and contribute constructively.

10.  Continuous Learning: Be open to learning new skills. Adapt to changes and stay relevant.

11.  Self-Control: Work independently when needed. Show self-discipline and focus.

12.  Commitment: Be committed to the organization’s mission or purpose. Align your actions with its values.

13.  Confidence and Collaboration: Be self-confident but also see colleagues and leaders as allies. Foster a collaborative environment.

 

For the next lesson today, Prof Jamilah asking us about what is the different between ‘delegation’ and ‘empowerment’. For me, both is not in a same meaning and totally different. Delegate for me is about we delegate a job like passing the job to somebody else and our subordinates. The goal is to finish the work or task. But, the ‘empowerment’ is about the coaching and mentoring the employee for adhering the job task with the responsibilities. For another word; Delegation in leadership refers to the process of assigning tasks and responsibilities to others in order to achieve a common goal. Effective delegation is an important skill for leaders as it allows them to focus on high-level strategic tasks while empowering team members to take ownership of their work.

 

Delegative leadership, also known as laissez-faire leadership, involves giving team members the freedom and autonomy to make their own decisions and complete tasks independently. Below is summary of the advantages and disadvantages of delegation in leadership.

 

 

Advantages of Delegation

Disadvantages of Delegation

Increased efficiency: Delegating tasks allows leaders to focus on high-level responsibilities and strategic decision-making, while team members handle day-to-day tasks.   Development of team members: Delegating tasks provides team members with opportunities to learn new skills, gain experience, and grow professionally.   Improved morale: When team members are given autonomy and responsibility, they are more engaged and motivated to perform well.   Better decision-making: Delegating tasks to team members with specific expertise or knowledge can lead to better decision-making and problem-solving.   Increased productivity: Delegating tasks allows leaders to leverage the strengths and abilities of their team members, leading to increased productivity and efficiency.

Lack of control: When tasks are delegated, leaders may feel like they have less control over the outcome of the task.   Miscommunication: Delegating tasks can lead to miscommunication if expectations are not clearly communicated to the person responsible for completing the task.   Lack of accountability: If a delegated task is not completed successfully, it can be difficult to hold the person responsible accountable for their actions.   Decreased employee morale: Employees may feel overwhelmed or unsupported if tasks are delegated without proper training or guidance.   Risk of failure: Delegating tasks to someone who is not qualified or experienced enough to handle them can increase the risk of failure.

 

Prof Jamilah as usual ended the lecture by her inspiring word to remember, ‘In the world you can be anything, be kind, in life always remember, what you give, you get back’.

 

Screenshot lecture on 14/05/2024