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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“Consonant with previous trust network research (e.g., Lusher et al., 2012; Sparrowe & Liden, 2005; Van de Bunt et al., 2005), we dichotomized the responses such that scores indicating any level of trust (“1—trust” and “2—com - pletely trust”) were coded as an existing trust tie.”
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“Sparrowe 2020 LQ No - Examines LMX constructs, including LMXD, through the lens of welfare tradeoff ratio.”
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“…who either facilitate or hinder access to a variety of organizational resources (Spurk et al., 2019) and growth opportunities (Kraimer et al., 2011; Sparrowe & Liden, 2005) such as access to mentorship and training which have all been positively related to career success (Bozionelos et al., 2016,…”
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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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