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We propose an integrative model of how leaders (individual level) effectively relate to their social networks as a whole (network level). Additionally, we focus both on the leader constructs and the followers shared constructs about those networks.

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.

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.

Our model represents a new perspective on leader–followers 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.

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.

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.

The purpose of this paper is to understand the relation between leadership perception and workers’ sense of calling.

Workers’ sense of calling has been shown to relate to organizational outcomes such as job satisfaction, career development, personal growth, and well-being. Although recent studies point the sense of calling as a consequent of several organizational variables, the role of leadership in promoting workers’ sense of calling is yet to be analyzed. A self-report questionnaire was applied to a group of 325 Portuguese nurses to analyze this relation. Structural equation modeling was used to analyze the results.

Results indicate a positive relation between a leader perceived as transformational or transactional and workers’ sense of calling. Directive and empowering leadership perception were found not to be related to calling. Unexpectedly, a significant positive relation with aversive leadership perception was identified.

A confounding relation between aversive leadership perception and sense of calling cannot be excluded. It is possible that an unknown third variable, such as resilience or positive affect, is serving as a mediating bridge between leadership perception and the sense of calling. Further studies are necessary in order to explore this alternative path.

The sense of calling is known as a relevant organizational construct. Knowing what kinds of leadership promote workers’ sense of calling adds value for the literature and can help managers to learn how to improve their followers’ sense of calling.