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How to become a Leader? What are important phases.
- 2. • Introduction to a prescriptive approach to leadership • Emphasizes the development of high-quality exchanges with all followers • Focuses on fostering relationships with all team members, not just a select few Three phases of leadership making: Stranger phase: Acquaintance phase: Mature partnership phase:
- 3. Phase 1: Stranger Phase • Interactions within the leader-follower dyad are typically rule- bound and formal • Relationships rely on contractual agreements and obligations • Interaction primarily occurs within the confines of prescribed organizational roles • Exchanges between leader and follower are characterized by lower quality • Follower motives are often directed towards self-interest rather than the collective good of the group
- 4. Phase 1: Stranger Phase (Continued) Determining Relationship Quality: • Leaders assess follower trustworthiness through narrative storylines (Kelley, 2014) • Evaluation based on social interactions between leaders and followers (Sheer, 2014) • Utilization of traditional relationship-building techniques like conflict management and shared tasks (Madlock & Booth- Butterfield, 2012)
- 5. Phase 2: Acquaintance Phase • Initiated with an "offer" by either the leader or follower for enhanced career-oriented social interactions • Testing phase for both parties, evaluating: • Follower's interest in assuming new roles • Leader's readiness to offer new challenges • Transition in dyadic relationship from formalized interactions to novel relational approaches • Enhancement in exchange quality accompanied by increased trust and mutual respect • Shift towards a collective focus on group goals rather than individual self-interests
- 6. Phase 3: Mature Partnership Characterized by high-quality leader-member exchanges Mutual trust, respect, and obligation are prominent features of this phase • Relationship has been tested and found reliable • Reciprocal interactions between leaders and subordinates are prevalent • Both parties may rely on each other for favors and special assistance • Developed patterns of interaction result in positive outcomes for individuals and the organization