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Additionally, we focus both on the leader constructs and the followers shared constructs about those networks.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>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.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>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.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Research limitations\/implications<\/jats:title><jats:p>Our model represents a new perspective on leader\u2013followers 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.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title><jats:p>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.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>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.<\/jats:p><\/jats:sec>","DOI":"10.1108\/jocm-09-2019-0283","type":"journal-article","created":{"date-parts":[[2020,11,18]],"date-time":"2020-11-18T00:13:53Z","timestamp":1605658433000},"page":"995-1010","source":"Crossref","is-referenced-by-count":7,"title":["A leader\u2013network exchange theory"],"prefix":"10.1108","volume":"33","author":[{"ORCID":"https:\/\/orcid.org\/0000-0001-7135-3530","authenticated-orcid":false,"given":"Andr\u00e9","family":"Esc\u00f3rcio Soares","sequence":"first","affiliation":[]},{"given":"Miguel","family":"Pereira Lopes","sequence":"additional","affiliation":[]},{"given":"Rosa Lutete","family":"Geremias","sequence":"additional","affiliation":[]},{"ORCID":"https:\/\/orcid.org\/0000-0002-5415-1563","authenticated-orcid":false,"given":"Aldona","family":"Gli\u0144ska-Newe\u015b","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"issue":"1","key":"key2020120217281050400_ref001","doi-asserted-by":"publisher","first-page":"25","DOI":"10.1037\/0003-066X.62.1.25","article-title":"Promoting more integrative strategies for leadership theory-building","volume":"62","year":"2007","journal-title":"American Psychologist"},{"issue":"3","key":"key2020120217281050400_ref002","doi-asserted-by":"publisher","first-page":"315","DOI":"10.1016\/j.leaqua.2005.03.001","article-title":"Authentic leadership development: getting to the root of positive forms of leadership","volume":"16","year":"2005","journal-title":"The Leadership Quarterly"},{"key":"key2020120217281050400_ref003","doi-asserted-by":"crossref","first-page":"421","DOI":"10.1146\/annurev.psych.60.110707.163621","article-title":"Leadership: current theories, research and future directions","volume":"60","year":"2009","journal-title":"Annual Review of Psychology"},{"issue":"4","key":"key2020120217281050400_ref004","doi-asserted-by":"publisher","first-page":"419","DOI":"10.1016\/j.leaqua.2006.01.001","article-title":"The ties that lead: a social network approach to leadership (DOI:10.1016\/j.leaqua.2005.09.004)","volume":"17","year":"2006","journal-title":"The Leadership Quarterly"},{"key":"key2020120217281050400_ref005","doi-asserted-by":"publisher","first-page":"9","DOI":"10.1080\/135943299398410","article-title":"Two decades of research and development in transformational leadership","volume":"8","year":"1999","journal-title":"European Journal of Work and Organizational Psychology"},{"volume-title":"The Managerial Grid: The Key to Leadership Excellence","year":"1964","key":"key2020120217281050400_ref006"},{"volume-title":"Exchange and Power in Social Life","year":"1964","key":"key2020120217281050400_ref007"},{"issue":"5","key":"key2020120217281050400_ref008","doi-asserted-by":"publisher","first-page":"1","DOI":"10.1287\/orsc.1110.0641","article-title":"On network theory","volume":"22","year":"2011","journal-title":"Organization Science"},{"issue":"2","key":"key2020120217281050400_ref009","first-page":"1","article-title":"On social network analysis in a supply chain context","volume":"45","year":"2009","journal-title":"Journal of Supply Chain Management"},{"volume-title":"Analyzing Social Networks","year":"2013","key":"key2020120217281050400_ref010"},{"key":"key2020120217281050400_ref011","doi-asserted-by":"crossref","unstructured":"Brass, D. 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