A leader–network exchange theory

Abstract

PurposeWe 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/approachOur 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.FindingsWe 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/implicationsOur 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 implicationsOur 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/valueContrary 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.

Trait emotional intelligence among future leaders: how business students are prepared for the VUCA world

“…Contemporary organizations necessitate leaders who possess not only comprehensive knowledge and expertise in business and technology, but also the ability to effectively navigate and regulate the emotions of their followers, as well as – according to the more holistic models (Escórcio Soares et al ., 2020) – members of their whole social network, during the constant changes within the volatile, uncertain, complex and ambiguous (VUCA) world (Taskan et al ., 2022). Moving toward the fourth industrial revolution, we need to prepare for these forthcoming changes (Kim and Kim (2017).…”