Case Study 5

Case Study 5

Antoinett Hart

HSC 6304

Organizational Leadership

Case Study: W.L Gore & Associates

After reviewing the case study on W.L Gore & Associates the following responses have been formulated to answer questions that were posed at the conclusion of the case study. An analysis of Dyadic Theory and Followership will be investigated.

Dyadic Theories: VDL Theory and TMX Theory

At W.L Gore & Associates two theories, both offshoots of Dyadic Theory are seen at play. The first theory, VDL Theory (Vertical Dyadic Linkage) is demonstrated in the sponsor programs between the W.L Gore & Associates incumbents and new-hires. Each new-hire will have as many as three different sponsors from the company that will help chart their performance and give them one-on-one guidance navigating their employment. Each sponsor-leader is tasked with leading a new-hire through three different areas of sponsorship: starting, advocate, and compensation. This interaction allows leaders and associates to connect in a personal way, much like the relationship described in Lussier and Achua (2013) concerning VDL Theory, whereby a single leader forming different relationships with followers allows for the formation of in-groups. Also, in the VDL Theory the leader renders support, feedback, consideration, and attention to the follower in the same fashion that sponsors from Gore provide associates. The second theory that can be seen in this case study is TMX (Team Member Exchange). Employees at W.L Gore & Associates are organized into a flattened lattice- style organization that is team- based and utilize a team structure to get work done (Gore.com, 2014). Lussier and Achua (2013) note that these types of teams use a social exchange to distribute new ideas, support, and camaraderie much like the associates employed at W.L Gore & Associates do within their multi-disciplined teams. Followership is also very important at W.L Gore & Associates and will be discussed...