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.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
