ABSTRACT
The focus of this chapter is on dyadic relations between leaders and subordinates, drawing on both the alternative information processing models presented in chapter 2 and the leadership perception model presented in chapter 3. A discussion of dyadic relationships also provides a natural extension of the impression formation literature from chapter 5. Perceptions of actors in dyads have significant consequences, not only for impression formation but also for the continuing relationship between the two parties and on relevant organizational outcomes.
