The key to unlocking implicit status: the effects of interpersonal perceptions and leadership emergence on advice-giving network centrality

Purpose Most existing research has focused on the outcomes of advice-giving network centrality for focal employees, neglecting to address what drives employee centrality in advice-giving networks. Our study aims to explore how and when employees attain a central position in an advice-giving network. Design/methodology/approach Through a multi-wave, multi-source survey design, we collected data from 148 full-time employees on 34 newly established self-managed teams. We used Mplus 8 for data analysis and hypothesis testing. Findings Interpersonal trust and leadership emergence sequentially mediate the relationship between warmth/competence perceptions and advice-giving network centrality. Employee narcissism weakens the positive relationship between leadership emergence and advice-giving network centrality and further weakens the mediation effects. Originality/value Drawing on the social capital theory of career success and the approach-inhibition theory of power, we outline the driving mechanism behind and the boundary condition for advice-giving network centrality. Our findings not only uncover effective career development strategies for employees but also offer practical insights for managers to improve team effectiveness.