A Leader-Network Exchange Theory

Andre Soares, Miguel Pereira Lopes, Aldona Glińska-Neweś, Rosa Geremias

    Research output: Contribution to journalArticlepeer-review

    2 Citations (Scopus)
    203 Downloads (Pure)

    Abstract


    Purpose

    We propose an integrative model of how leaders (individual level) effectively relate to their social networks as a whole (network level). Additionally, we focus both on the leader constructs and the followers shared constructs about those networks.
    Design/methodology/approach

    Our conceptual paper uses the integration of literature from two main bodies of knowledge: individual and shared cognitions, fundamentally from psychology, and a structural perspective, mainly from sociology, organisational studies and social network analysis. We take a psycho-structural approach which allows the emergence of new perspectives on the study of leadership and more specifically on the study of relational leadership.
    Findings

    We propose a leader-network exchange (LNX) theory focussed on the behaviours and cognitions of leaders and followers as well as the relations between them.
    Research limitations/implications

    Our model represents a new perspective on leader–followers relationship by stressing the importance of both followers and leaders' cognitions. We highlight the importance of the relationships between followers on the creation of shared meaning about the leader.
    Practical implications

    Our model helps leaders and managers make sense of the cognitions and behaviours of their teams. By considering the teams characteristics, i.e. cognitions and network structure, it allows leaders to adopt the most appropriate behaviours for effective leadership. Leadership and management development programmes designed around our model will enhance the use of networking skills.
    Originality/value

    Contrary to the traditional view of LMX, our approach considers the social context of leaders and followers. It also adds a new layer of knowledge going beyond what members think of their leaders by considering the social networks of leaders and followers.
    Original languageEnglish
    Pages (from-to)995-1010
    Number of pages16
    JournalJournal of Organizational Change Management
    Volume33
    Issue number6
    Early online date17 Nov 2020
    DOIs
    Publication statusPublished - 17 Nov 2020

    Bibliographical note

    Copyright © and Moral Rights are retained by the author(s) and/ or other copyright owners. A copy can be downloaded for personal non-commercial research or study, without prior permission or charge. This item cannot be reproduced or quoted extensively from without first obtaining permission in writing from the copyright holder(s). The content must not be changed in any way or sold commercially in any format or medium without the formal permission of the copyright holders.

    Keywords

    • LMX theory
    • Leadership
    • Social networks
    • LNX theory
    • Multi-level issues

    ASJC Scopus subject areas

    • Management of Technology and Innovation
    • Decision Sciences(all)
    • Organizational Behavior and Human Resource Management
    • Strategy and Management

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