Vertical dyad linkage theory
[8] Researchers' findings reveal that forming relationships between the leader and in-group individuals supports the process of procuring and exchanging information[9] within the team or the entire organisation, due to the absence of communication barriers, such as the personality differences that exist between the manager and the out-group members.
[citation needed] In the Role-taking part, both the leader and the members are able to state their general beliefs,[10] as well as "understand how the other views and desires respect.
The Role-making stage represents the occasion to prove their work ethics, by fully contributing with ideas and research to the project that has been set.
[citation needed] Team members can also be assigned to the out-group if they are proven to be inefficient and unambitious, negatively impacting the execution of the project.
In order to continue to be perceived as excellent team members by the leader, the in-group individuals display admiration, reliance and perseverance.
The organisation environment can be improved by the exchanges that take place at this stage,[12] as they lead to modernization and generally a more positive workplace.
As a result, the out-group individuals establish further relationships with the in-group, in order to reach the leader easier and ultimately communicate more effectively with him.
As the out-group members establish positive relationships with the manager, this may represent a method of being able to exit their subgroup and become part of the in-group.
A wide array of common traits are considered acceptable by the leader, from personal characteristics and work style, to level of creativity and interests.
Extended explanations of how the Vertical Dyad Linkage Theory can positively impact the communication within the team or how inequality may arise, can be found below.
[citation needed] In addition, due to their engaging behaviour and full participation in completing their tasks and responsibilities, the in-group members have high chances of receiving more positive comments, following the evaluation of their performance, executed by the leader.
Fundamentally, the leader may overestimate the work quality presented by the in-group members, as a result of their existent solid connections.
The manager of the team has the ability to identify the personal characteristics of each in-group and out-group individual, as well as the work principles they adhere to.
In addition, the application of the Vertical Dyad Linkage Theory is likely to improve "mutual trust, confidence, job satisfaction, organizational commitment, common bonds, open communication, independence, respect, rewards & recognition."
In the case that the Vertical Dyad Linkage Theory is not put into practice, the communication amongst the entire team is prone to remaining formal.
As the allocation of the individuals into the respective subgroups is executed on the basis of several factors such as gender, ethnicity or achievements, the theory can be perceived as being discriminating.
On the other hand, the out-group individuals and the leader do not exchange information and ideas frequently, due to absence of attention, leading to less successful communication.
The development of the assessment may include the work methods used by the out-group subordinates in other organisations, in order to complete daily tasks.
Furthermore, the leader should display interest in finding the personal traits and features of the individuals, gaining an understanding of their passions and mindset.
While one of the purposes of this method is to understand the readiness of the subordinate in carrying out supplementary duties, it also provides feedback for the leader, guiding him on whether he should continue using the current style of leadership or further improve it.
Several ways to reach a high level of enthusiasm within the team are by continuing to concentrate on the leader-subordinate interaction, by identifying similarities between the leader and the subgroup individuals and by producing concise tasks, as well as clearly stating the expected outcome.
The principle of the Vertical Dyad Linkage Theory is that in a team-based project, the manager forms distinctive relationships with his subordinates.
In order to establish the subgroups, the leader takes into account elements such as gender and ethnicity, as well as their behaviour and the enthusiasm for extra duties.
Activities such as evaluating the subordinates' previous achievements and introducing mentorship support the process of forming positive connections between individuals.
