a social influence analysis of perceived organizational support

Therefore, I argue that a role model tie exists when an employee admires another employee and
believes that the employee is a good example of what the organization represents. Such a tie
does not need to be reciprocated because a role model does not need to know that he or she is
regarded as a role model by another in order to influence that individual (Crosby, 1999; Gibson,
2003; 2004). As Crosby (1999) states, “the role model may not be aware that he or she is a role
model for the (other) person and may not even know of the existence of the (other) person
(Crosby, 1999: 15).” Thus, an employee-role model relationship may be conceptualized as a
non-reciprocated social network tie.
Role models have become increasingly important in today’s organizations because
changes to the employment contract and organizational structure have made it difficult for
employees to receive developmental support from organizationally-sponsored mentoring
relationships and supervisory relationships (Arthur & Rousseau, 1996; Hall & Mirvis, 1996;
Higgins & Kram, 2001). Individuals utilize informal developmental relationships, such as role
model relationships, to acquire information regarding what behaviors and attitudes will help
them to succeed in the organization.
Traditionally, role models have been viewed as individuals in influential role positions,
such as supervisors or mentors, who serve as examples for others to emulate (Erickson, 1985).
For instance, Kram (1985) defines role modeling as a function performed by a mentor for a
protégé. Crosby (1999) considers role modeling a function that is performed by a senior person
for a junior person in a developmental relationship. She defines a role model as “a senior person
with whom a more junior person identifies emotionally and whom the junior person wishes to
emulate in some way” (Crosby, 1999: 15). Crosby’s definition is different than Kram’s because
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