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
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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Relational leadership theory: exploring the social processes of leadership and organizing
Uhl-Bien, M. (2006) · The Leadership Quarterly · doi:10.1016/j.leaqua.2006.10.007 · Cited by 1,973
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“Leaders’ own networks, for instance, may influence employees’ trust (cf. Sparrowe & Liden, 2005, for effects of leaders’ networks): To the extent that leaders are central in their own professional networks, the followers’ trust in leaders may be higher.”
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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
- 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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