I am who I connect with: the interplay of a group leader's leadership identity, intra-organisational ties, and group outcomes

Abstract

This article conceptually explores the role of intra-organisational ties of group leaders in influencing group outcomes. We use insights from the leadership identity construction theory to bridge the gap between the group leadership literature and the leadership networks literature. We propose that group leaders' leadership identity influences their instrumental ties with their subordinates, other group leaders, and higher-level managers. These networks, in turn, play a significant role in influencing the group's outcomes such as its power and organisational resource access potential that thus affect the group's performance.