Abstract
By integrating a social networks perspective with leader- member exchange (LMX) theory, we attempt to investigate how leader surrogates (i.e., leader’s closest and more trusted subordinates) influence LMX differentiation, or the perceived variability in overall LMX quality, and ultimately team performance. Using a sample of health care teams, the results show that the form of surrogates’ influence on LMX differentiation is determined by the social ties that connect surrogates to others members within the team and that define their position in the team network. Moreover, the findings support the argument that such influence is contingent on the network structure of the team. Implications for theory and managerial practice and future research directions are discussed.
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