Running head: LEADER-FOLLOWER THEORY 1

Organizing Effective Leadership Styles Through Leader-Follower Theory

Deloris Vinson Wright
Capella University





















LEADER-FOLLOWER THEORY 2
Organizing Effective Leadership Styles Through Leader-Follower Theory
The theory of Leader-Follower management styles represents a dyadic relationship
(working) encompassing effective communication linkages and relationship building. According
to Kellerman (207) it is the methods used by leaders and followers to interact in the pursuit of
significant and morally desirable change; be it through adaptive change theory, or leader-
member exchange theory. Researchers focusing on the study of leadership development look at
these theories when addressing the meaning and impact of leader-follower theory as it relates to
management and/or workplace environment. As addressing circumstances that are ever present
within an organizational environment, the methods used to reach solvable conclusions or develop
a plan of attack are critical (Heifetz & Laurie, 2001).
Heifetz and Laurie (2001) offer an interesting perspective for leader-follower interchange
relating to radical factors that present themselves in the course of daily routines. They argued
that Through the theory of adaptive change the leader encourages (coerces) followers to face
hard realities (adaptive challenges) that are presented within their work environment (p. 132).
Thus, the leader encourages followers to develop new strategies and learn new ways of
operating. For example, If an organization has strong management without leadership, the
outcome can be stifling and bureaucratic. Conversely, if an organization has strong leadership
without management, the outcome can be meaningless or misdirected change for change sake
(Kotter, 1990, pp. 7-8). As such, leaders who use of adaptive change theory forge a leader-
follower relationship that produce change, order, consistency and movement which is positively
influenced through the incorporation of effective communication and relationship building
competencies.
LEADER-FOLLOWER THEORY 3
Another perspective of the leader-follower theory is the exchange (both content and
process) between the leader and the follower defined as their dyadic relationship. In assessing the
characteristics of the leader-member exchange theory, researchers found two general types of
linkages or relationships: Those that were based on expanded and negotiated role
responsibilities (extra-roles), which were called the in-group, and those that were based on the
formal employment contract (defined roles), which were called the out-group ( Northouse,
2010, p. 149). Within an organizational work unit, followers become a part of the in-group or the
out-group base on how well they work with the leader and how well the leader works with them.
Accordingly, these negotiations involve exchanges in which followers do certain activities that
go beyond their formal job descriptions and the leader, in turn, does more for these followers
(Graen, 1976).
An interesting corollary is established through leader-follower workplace situations in the
course of daily routines. As the personality of the leader and, likewise the personalities of the
followers, set the stage for meaning dialogue and desired outcomes. How this dyadic relationship
mature is predicated on effective communication and relationship building. According to
Northouse (2010) Mature partnership, is marked by high-quality leader-member exchanges.
People who have progressed to this stage in their relationships experience a high degree of
mutual trust, respect, and obligation toward each other (p. 153). For example, leaders may rely
on followers to do extra assignments, and followers may rely on leaders for needed support or
encouragement. The point is that leaders and followers are tied together in productive ways that
go well beyond a traditional hierarchically defined work relationship. In effect, this dyad
produces positive outcomes for themselves and the organization.
LEADER-FOLLOWER THEORY 4
References
Graen, G. B. (1976). Role-making processes within complex organizations. In M.D. Dunnette
(Ed.). Handbook of industrial and organizational psychology (pp. 1202-1245). Chicago,
IL: Rand McNally.
Heifetz, R. & Laurie, D. (2001). The work of leadership. Harvard Business Review, 79(11), 131-
141.
Kellerman, B. (2007). What every leader needs to know about followers. Harvard Business
Review, 85(12), 84-91.
Kotter, J. (2001). What leaders really do? Harvard Business Review, 79(11), 85-96.
Northouse, P. G. (2010). Leadership theory and practice (5
th
ed.). Thousand Oaks, CA: Sage.