Leadership Approach One of the major approaches to studying leadership is the dyadic approach. The dyadic approach focuses on the relationship between a subordinate or a follower and a leader. The leader’s impact makes the subordinate energized and achieves positive result. Leadership behavior is the source of main focus. The subordinate or follower’s attitude, motivation, and behavior represent the process. The dyadic approach of leadership rejects the traditional view of studying leader behaviors in relation to the entire group in favor of studying how each group member negotiates his role with the leader. According to dyadic approach, two assumptions are implicit in the traditional group view of leadership: (1) Group members are highly similar along dimension of perception and reaction, such that all group members may be dealt with conceptually, as well as operationally, as a single entity; (2) Leaders relate to each group member in a similar manner. Both these assumptions are seen as unjustified (Vecchio, 1979). There are three major models to examining dyadic leadership approach. First one is the vertical dyad link (VDL). It examines differentiated dyads’ level of analysis, and uses negotiating skill as the key component (DeMerchant, 2010). The relationship between leaders and each subordinate or follower varied significantly. The established relationship between leader and a subordinate or follower was predictive of future performance (DeMerchant, 2010a). The second model is the leader-member exchange (LMX). Leaders develop a high-exchange relationship or low-exchange relationship with subordinate or follower based on personal compatibility, competence, and dependability. High-exchange relationship is normally developed with trusted subordinate because of the preferred outcome, such as assignment, responsibility,