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Two Routes to Influence: Integrating Leader-Member Exchange and Social Network Perspectives
Abstract
We develop and test a model of the relational antecedents of members' influence in organizations that is based on an integration of leader-member exchange (LMX) and social network perspectives on individuals in organizations. We focus on how the relationships between LMX and members' centrality in the advice network and influence depend on two factors: the extent to which members share ties with their leaders in the organization's trust network, which we define as sponsorship, and the centrality of their leaders in the advice network. Our model seeks to explain how sponsorship and leaders' centrality shape the influence members gain by virtue of their LMX relationships and their centrality in advice networks. Longitudinal data gathered from two organizations, using survey and network measures, offer strong support for a nuanced model of the relational antecedents of influence. Both LMX and members' advice centrality are related to influence, but those relationships in turn depend on sponsorship and leaders' centrality. When leaders are high in centrality, sharing ties in the trust network is beneficial: the relationship between members' own advice centrality and influence is positive among members who are high in sponsorship. But when leaders are low in centrality, sharing trust ties is detrimental: the relationship between advice centrality and influence is negative among members who are high in sponsorship and positive among members who are low in sponsorship.
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“Specifically, giving advice represents power and influence (Carpenter and Westphal 2001; Sparrowe and Liden 2005), whereas getting advice represents knowledge acquisition (Hansen, Nohria, and Tierney 2005; Isaac et al. 2009).”
From Enterprise System Implementation and Employee Job Performance: Understanding the Role of Advice Networks1 (2014) · cites this paper as Sparrowe and Liden 2005
In the citing paper
“For example, Sparrowe and Liden (2005) discovered that through informal activities, such as a luncheon or a social event, leaders may share valuable contacts in their informal networks by introducing them to their followers.”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Sparrowe and Liden (2005)
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BackgroundSelf-citationWang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2012) · Journal of Organizational Behavior · doi:10.1002/job.1850 · Cited by 416
“Other benefits of high-quality LMX to followers have been found to be exposing them to valuable social connections or favorable assignments (Sparrowe & Liden, 2005), protecting them from unfairness, encouraging them to take on challenging tasks, or providing them friendliness and affective intimacy…”
Relationships at Work: Toward a Multidimensional Conceptualization of Dyadic Work Relationships
Ferris, G. R., Liden, R. C., Munyon, T. P., Summers, J. K., Basik, K. J., & Buckley, M. R. (2009) · Journal of Management · doi:10.1177/0149206309344741 · Cited by 411
“Consistent with their theory, Sparrowe and Liden (2005) found that subordinates, particularly those with a high-LMX relationship, gleaned influence when their immediate leaders sponsored them (i.e., shared network contact with them), especially when their leaders were themselves high in advice…”
MethodSelf-citationFriedrich, T. L., Vessey, W. B., Schuelke, M. J., Ruark, G. A., & Mumford, M. D. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.09.008 · Cited by 439
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“High-quality LMX relationships are characterized by respect and trust (Graen & Uhl-Bien, 1995), in which leaders exchange resources including strategic advice, social support, and feedback with members, who reciprocate with commitment and cooperation (Sparrowe & Liden, 2005).”
BackgroundHarris, K. J., Wheeler, A. R., & Kacmar, K. M. (2009) · The Leadership Quarterly · doi:10.1016/j.leaqua.2009.03.006 · Cited by 372
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“For example, Sparrowe and Liden (1997, 2005) suggested that LMX may only be fully understood when going beyond the leader–follower relationship to a consideration of the social structure within which such relationships are embedded.”
BackgroundA multi-level analysis of team climate and interpersonal exchange relationships at work
Tse, H. H. M., Dasborough, M. T., & Ashkanasy, N. M. (2008) · The Leadership Quarterly · doi:10.1016/j.leaqua.2008.01.005 · Cited by 315
“…of LMX for TMX within a larger organization’s social system has been implicit in the social exchange literature, it has not been made theoretically explicit, nor has it been empirically tested in a systematic manner (e.g. Cole et al., 2002; Graen & Uhl-Bien, 1995; Sparrowe & Liden, 1997, 2005).”
Tangirala, S., & Ramanujam, R. (2012) · Personnel Psychology · doi:10.1111/j.1744-6570.2012.01248.x · Cited by 335
Bauer, T. N., Erdoğan, B., Liden, R. C., & Wayne, S. J. (2006) · Journal of Applied Psychology · doi:10.1037/0021-9010.91.2.298 · Cited by 328
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Kiazad, K., Holtom, B. C., Hom, P. W., & Newman, A. (2015) · Journal of Applied Psychology · doi:10.1037/a0038919 · Cited by 339
“…may offer support (empathy, comfort) to employees under duress (Ng & Feldman, 2012a), while superiors with whom employees have favorable leader–member exchanges (LMX, Sparrowe & Liden, 2005) may express confidence that employees can surmount challenges (psychosocial support; Higgins & Kram, 2001).”
BackgroundConsidering context in psychological leadership research
Liden, R. C., & Antonakis, J. (2009) · Human Relations · doi:10.1177/0018726709346374 · Cited by 303
“Following from this research, Sparrowe and Liden (2005) showed that immediate leaders are instrumental in helping select followers with whom to establish broader social networks, which in turn, results in followers being seen by others in the organization as possessing influence.”
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“Given the number of people whom each member needs to consider when responding to full network items, single-item measures are commonly used, including single-item network measures of trust (Ferrin et al., 2006; Sparrowe & Liden, 2005).”
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“…contexts, and Kilduff and Brass (2010) highlight topics including leadership (Pastor et al., 2002), teams (Reagans et al., 2004), social influence (Sparrowe and Liden, 2005; Aral, 2010), trust (Ferrin et al., 2006), power (Brass, 1984), attitude similarity (Rice and Aydin, 1991) and diversity…”
BackgroundBEYOND INTERNAL AND EXTERNAL: A DYADIC THEORY OF RELATIONAL ATTRIBUTIONS.
Eberly, M. B., Holley, E. C., Johnson, M. D., & Mitchell, T. R. (2011) · Academy of Management Review · doi:10.5465/amr.2009.0371 · Cited by 285
“…life by modeling how relationships develop, the ways information flows through networks, how influence is a function of network position and ties, and how relationships may best be conceptualized (Ferris et al., 2009; Graen & Uhl-Bien, 1995; Sparrowe & Liden, 1997, 2005; Young & Perrewé , 2000).”
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“Employing this design, Sparrowe and Liden (2005) used the roster of all employees of a firm to capture each employee’s centrality in the whole advice network.”
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“In this respect, Sparrowe and Liden (2005) suggest that interpersonal exchange relationships between leaders, subordinates, and coworkers constitute an interconnected social system; that LMX relationships do not exist in a vacuum.”
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“Sparrowe et al .”
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“Specifically, giving advice represents power and influence (Carpenter and Westphal 2001; Sparrowe and Liden 2005), whereas getting advice represents knowledge acquisition (Hansen et al.”
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“Information gathered from peers serves as a resource, enabling these advice hubs to generate more possible and higher quality solutions to work problems (Baldwin, Bedell, & Johnson, 1997) and increase their own influence within the group (Brass, 1984; Sparrowe & Liden, 2005).”
BackgroundCritique and review of leader–member exchange theory: Issues of agreement, consensus, and excellence
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BackgroundIntegrating Theories in AMJ Articles
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“Sparrowe and Liden (2005) suggested that as the leader’s sponsorship of the member increases, the member’s position as a reliable and trustworthy exchange partner approaches that of the leader.”
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InfluentialTse, H. H. M., Ashkanasy, N. M., & Dasborough, M. T. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2011.08.009 · Cited by 133
“…have implications for employees’ work attitudes and behaviors, LMX research to date has tended to view subordinates’ LMX relationships with their leaders in isolation of the LMX relationships of other coworkers in a workgroup (Kramer, 1995; Sias & Jablin, 1995; Sparrowe & Liden, 1997, 2005).”
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“In the competitive world of organizational relationships, social network positions that offer bases for informal leadership (Sparrowe and Liden 2005) are likely to be perceived as more suited to men relative to women.”
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“…are perceived as being identified with the organization (e.g., Eisenberger et al., 2002; Eisenberger et al., 2010; Erdogan & Enders, 2007; Sparrowe & Liden, 2005; Tangirala et al., 2007; Venkataramani et al., 2010), none of those addressed the implications of this for commitment’s…”
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“For instance, previous research has found that supervisors can expand a subordinate’s social network both internally and externally (Sparrowe & Liden, 2005; Venkataraman, Green, & Schleicher, 2010), and these social ties may become vital when the employee decides to leave the firm for another…”
BackgroundMethodIS Avoidance in Health-Care Groups: A Multilevel Investigation
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New Developments in Social Network Analysis
Brass, D. J. (2021) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-012420-090628 · Cited by 113
Loi, R. C. H., Mao, Y., & Ngo, H. (2009) · Management and Organization Review · doi:10.1111/j.1740-8784.2009.00149.x · Cited by 115
“Since supervisors act as the ‘linking pin’ connecting employees with the organization (Sparrowe & Liden, 2005), high-quality LMX can reinforce employees’ perceptions of organizational support and investment in them.”
BackgroundChiu, C., Balkundi, P., & Weinberg, F. J. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.05.004 · Cited by 137
“By providing advice to some followers, the manager gains access to information from those individuals that he or she can then pass along as valuable information to other followers (c.f., Brass, 1984; Sparrowe & Liden, 2005).”
BackgroundFriedrich, T. L., Griffith, J. A., & Mumford, M. D. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.02.004 · Cited by 111
Liden, R. C., Anand, S., & Vidyarthi, P. R. (2016) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-041015-062452 · Cited by 118
Self-citationSykes, T. A., & Venkatesh, V. (2017) · MIS Quarterly · doi:10.25300/misq/2017/41.3.11 · Cited by 115
“Given the potential critical role peers can play, social network theory offers us the means to dissect the complex interdependencies among employees in terms of the social ties that are present and their impacts (Gargiulo and Benassi 2000; Sparrowe and Liden 2005).”
BackgroundA Social Network Perspective on Organizational Psychology
Brass, D. J. (2012) · Oxford University Press eBooks · doi:10.1093/oxfordhb/9780199928309.013.0021 · Cited by 108
Retention of IT professionals: Examining the influence of empowerment, social exchange, and trust
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The evolution of leadership: Past insights, present trends, and future directions
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Self-citationA Formal Theory of Reflected Appraisals in the Evolution of Power
Friedkin, N. E. (2011) · Administrative Science Quarterly · doi:10.1177/0001839212441349 · Cited by 107
Lee, A., Thomas, G., Martin, R., & Guillaume, Y. R. F. (2017) · Journal of Management · doi:10.1177/0149206317741190 · Cited by 112
“As noted earlier, we aim to extend the typical target of ambivalence from the organization (e.g., Schuh, Van Quaquebeke, Göritz, Xin, De Cremer, & van Dick, 2016) to a pivotal context—the leader-follower relationship (Sparrowe & Liden, 2005).”
BackgroundThe Voice Bystander Effect: How Information Redundancy Inhibits Employee Voice
Hussain, I., Shu, R., Tangirala, S., & Ekkirala, S. (2018) · Academy of Management Journal · doi:10.5465/amj.2017.0245 · Cited by 111
Hassan, S., & Hatmaker, D. M. (2014) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muu002 · Cited by 113
Relational Leadership Theory: Exploring the Social Processes of Leadership and Organizing
Uhl‐Bien, M. (2011) · Issues in business ethics · doi:10.1007/978-90-481-9014-0_7 · Cited by 102
An integrative process model of leadership: Examining loci, mechanisms, and event cycles.
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Best Practices in Diversity Management in Customer Service Organizations
Madera, J. M. (2013) · Cornell Hospitality Quarterly · doi:10.1177/1938965513475526 · Cited by 101
“…networking groups in which employees engage in informal activities, discussions, and meetings to share information and career advice (Cole 2003; Digh 1997; Higgins and Thomas 2001; Houtenville and Kalargyrou 2012; Sparrowe and Liden 2005; D. A. Thomas 2001;Wanberg, Welsh, and Hezlett 2003).”
BackgroundVenkataramani, V., Richter, A. W., & Clarke, R. (2014) · Journal of Applied Psychology · doi:10.1037/a0037088 · Cited by 101
Sherf, E. N., Tangirala, S., & Venkataramani, V. (2019) · Organization Science · doi:10.1287/orsc.2018.1273 · Cited by 103
Metadata
- Authors
- Sparrowe, R. T., & Liden, R. C.
- Affiliations
- Washington University in St. Louis (US)
- University of Illinois Chicago (US)
- ORCID
- Liden, Robert C.
- Venue
- Administrative Science Quarterly
- Publisher
- SAGE Publications
- Published
- 2005-12
- Volume
- 50
- Issue
- 4
- Pages
- 505-535
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W2149804362
- Cited by
- 544
- References
- 62
- Citations by year
- 2026: 10 · 2025: 23 · 2024: 24 · 2023: 32 · 2022: 31 · 2021: 36 · 2020: 29 · 2019: 20 · 2018: 36 · 2017: 27 · 2016: 35 · 2015: 37 · 2014: 29 · 2013: 34 · 2012: 35
- FWCI
- 22.68
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Administrative Science Quarterly (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Social Sciences › Sociology and Political Science › Social Power and Status Dynamics
- Social Sciences › Sociology and Political Science › Social Capital and Networks
- Keywords
- leader-member exchange, organizational impact, advice networks, social network analysis, trust networks
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