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

The DOI matches its Crossref record; 59 of the 62 references it cites were found in a registry or an index.

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

Sparrowe, Raymond T., Liden, Robert C.·2005·Administrative Science Quarterly
DOI 10.2189/asqu.50.4.505
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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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Citations

Cites

Research works printed but not linked: 10

  1. Erdogan B., 2002, Leadership, 65
  2. French J. R., 1959, Studies of Social Power, 150
  3. Graen G., 1975, Leadership Frontiers, 143
  4. Hedeker D., 1999, “MIXPREG: A program for mixed effects Poisson regression models”
  5. Kram K. E., 1985, Mentoring at Work
  6. 10.1177/014920639802400105 · DOI · Paper page
  7. 10.5465/amr.1998.533225 · DOI · Paper page
  8. Rousseau D. M., 1998, Leadership: The Multilevel Approaches, 149
  9. Snijders T. A., 1999, Multilevel Analysis: An Introduction to Basic and Advanced Multilevel Modeling
  10. 10.1016/S0149-2063_03_00023-0 · DOI

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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
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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