Cited by 544Job Satisfaction and Organizational BehaviorSocial Power and Status DynamicsSocial Capital and Networks

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Two Routes to Influence: Integrating Leader-Member Exchange and Social Network Perspectives

Sparrowe, Raymond T., Liden, Robert C.·2005·Administrative Science Quarterly

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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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“Network research and LMX theory both consider the dyadic relationship to be the basic unit of analysis (Ferris et al., 2009; Venkataramani et al., 2010), and both are partly based on exchange- or resource-based theories (Sparrowe and Liden, 1997, 2005).”
Method
Leader Network Centrality and Team Performance: Team Size as Moderator and Collaboration as Mediator
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“Although studies suggest that centrality causes influence rather than influence causing centrality [42, 43], the lack of baseline data limits the ability to rule out other potentially important antecedents to leadership emergence.”
Background
Applications of social network analysis in behavioural information security research: Concepts and empirical analysis
Dang-Pham, D., Pittayachawan, S., & Bruno, V. (2017) · Computers & Security · doi:10.1016/j.cose.2017.03.010 · Cited by 43
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Yeniaras, V., Kaya, I., & Dayan, M. (2020) · Industrial Marketing Management · doi:10.1016/j.indmarman.2020.01.002 · Cited by 42
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Dong, Y., Jiang, J., Rong, Y., & Yang, B. (2020) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051820911354 · Cited by 44
“Employees who develop high-quality relationships with leaders tend to receive more resources, such as leaders’ sponsorship in social networks (Sparrowe & Liden, 2005) and more promotion opportunities (Wakabayashi et al., 1988).”
Background
Why Does Psychological Capital Foster Subjective and Objective Career Success? The Mediating Role of Career-Specific Resources
Kauffeld, S., & Spurk, D. (2021) · Journal of Career Assessment · doi:10.1177/10690727211040053 · Cited by 41
“Especially in early career phases, contact with influential people is also beneficial, as they provide access to important other people and information (Sparrowe & Liden, 2005).”
Background
Managerial social networks and strategic flexibility: the role of strategic orientation
Fernández‐Pérez, V., Jover, A. J. V., & Benítez-Amado, J. (2013) · Personnel Review · doi:10.1108/00483481311309357 · Cited by 41
“Large social networks generate a greater variety of perspectives and stimulate criticism, since they have more access to new and diverse information and knowledge (Rodan and Galunic, 2004) and advice for problem solving (Gibbons, 2004; Sparrowe and Liden, 2005).”
Background
When leader–member exchange differentiation improves work group functioning: The combined roles of differentiation bases and reward interdependence
Han, J. H., Liao, H., Han, J., & Li, A. N. (2021) · Personnel Psychology · doi:10.1111/peps.12415 · Cited by 40
What are the career implications of “seeing eye to eye”? Examining the role of leader–member exchange (LMX) agreement on employability and career outcomes
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“Managers are also more likely to provide guidance, advice, challenging assignments, and sponsorship to those in higher versus lower quality LMX relationships (Sparrowe & Liden, 2005).”
BackgroundResultInfluential
Leader–member exchange (LMX) quality and follower well-being: A daily diary study.
Martin, R., Ono, M., Legood, A., Russo, S. D., & Thomas, G. (2023) · Journal of Occupational Health Psychology · doi:10.1037/ocp0000346 · Cited by 49
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“…another's knowledge and skills, share their knowledge and skills through information gathering, and that the leader acts as a connector to other networks through boundary spanning (Balkundi & Kilduff, 2005; Borgatti & Foster, 2003; Mehra, Dixon, Brass, & Robertson, 2006; Sparrowe & Liden, 2005).”
Background
A Network Utilization Perspective on the Leadership Advancement of Minorities
Khattab, J., van Knippenberg, D., Pieterse, A. N., & Hernandez, M. (2018) · Academy of Management Review · doi:10.5465/amr.2015.0399 · Cited by 40
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“With respect to links, the LMX relationship is a linkage in the organization, and those subordinates in high quality exchanges would be expected to be more connected to their supervisor and organization than their low quality counterparts (Sparrowe and Liden, 2005).”
Background
Friendship, transformational leadership and organizational climate
Kohan, N., Safari, A., & Teimouri, H. (2018) · Human Systems Management · doi:10.3233/hsm-17129 · Cited by 37
Skills, Influence, and Effectiveness of Management Accountants
ten Rouwelaar, H., Schaepkens, F., & Widener, S. K. (2020) · Journal of Management Accounting Research · doi:10.2308/jmar-18-048 · Cited by 45
How HRM control affects boundary-spanning employees' behavioural strategies and satisfaction: the moderating impact of cultural performance orientation
Onyemah, V., Rouziès, D., & Panagopoulos, N. G. (2010) · The International Journal of Human Resource Management · doi:10.1080/09585192.2010.505096 · Cited by 37
“This is also consistent with the LMX perspective that attributes members' outcomes to the quality of their relationships with their supervisors (Sparrowe and Liden 2005 ).”
BackgroundResultInfluential
The relationship among interactive justice, leader–member exchange, and workplace friendship
Chen, C.-Y., Mao, H., Hsieh, A. T., Liu, L.-L., & Yen, C. (2012) · The Social Science Journal · doi:10.1016/j.soscij.2012.09.009 · Cited by 37
“That is, subordinates in high-quality LMX relationships receive more valuable socioemotional/psychological resources from their supervisors (Cropanzano et al., 2002; Sparrowe & Liden, 2005).”
Background
The contribution of network research to managerial culture and practice
Chauvet, V., Chollet, B., Soda, G., & Huault, I. (2011) · European Management Journal · doi:10.1016/j.emj.2011.06.005 · Cited by 36
Transactional Leader–Member Exchange Relationships and Followers’ Work Performance
Buch, R., Thompson, G., & Kuvaas, B. (2016) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051816630227 · Cited by 47
Research Note—Leader Influence on Sustained Participation in Online Collaborative Work Communities: A Simulation-Based Approach
Oh, W., Moon, J. Y., Hahn, J., & Kim, T.-K. (2016) · Information Systems Research · doi:10.1287/isre.2016.0632 · Cited by 36
“DLMX has a “cultural match” with centralized networks, and the same can be said of ULMX and decentralized networks (Sparrowe and Liden 2005).”
Background
Secondhand social capital: Boundary spanning, secondhand closure, and individual performance
Shah, N. P., Levin, D. Z., & Cross, R. (2017) · Social Networks · doi:10.1016/j.socnet.2017.04.005 · Cited by 35
“…individual influences whether contacts’ networks will produce beneficial spillovers of novel knowledge (Galunic et al., 2012), because senior contacts who act as brokers can share access to influence and expertise that may be unreachable without these relationships (Sparrowe and Liden, 1997, 2005).”
Background
Promoting Organizational Citizenship Behaviour: The Roles of Leader–Member Exchange and Organizational Job Embeddedness
Kapil, K., & Rastogi, R. (2018) · South Asian Journal of Human Resources Management · doi:10.1177/2322093718766803 · Cited by 35
“With reference to links, subordinates practise “high-quality” exchanges with their supervisors tend to be more linked and connected to their supervisors, peers and organization than their “low-quality” counterparts (Graen & Uhl-Bien, 1995; Sparrowe & Liden, 2005).”
Background
Organizational Silence: A Barrier to Job Engagement in Successful Organizations
Nafei, W. A. (2016) · International Business Research · doi:10.5539/ibr.v9n4p100 · Cited by 35
Revisiting the “give and take” in LMX
Han, Y., Sears, G. J., & Zhang, H. (2018) · Personnel Review · doi:10.1108/pr-05-2017-0152 · Cited by 35

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
DOI: 10.2189/asqu.50.4.505
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
Licence: journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
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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Two Routes to Influence: Integrating Leader-Member Exchange and Social Network Perspectives

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