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Purpose: Traditionally, the effects of social influence have been delineated in terms of “leaders” exerting influence over “followers.” Here we propose a new concept of social influence in which the leaders are influenced and, in fact, actively seek out that influence and build  personal support networks that generate that influence. Approach: To examine the concept, we conducted both pilot (N=42) and main studies (N=113).The pilot study showed that leaders organize diverse support networks based on three major traits of the influence-givers: their competence, moral standards and creativity. Findings: The research confirmed that leaders cultivate five types of individual support networks or influence-providers: family and close friends, professional connections, colleagues and peers (mostly relating to leisure and entertainment), social engagement, and a local/neighborhood network. The research revealed several dependencies between the subjects’ occupation and their expectations from the influence-providers. We also documented that leaders seek basically two kinds of individual support: support from individuals from whom they expect low-order processed information, i.e., facts and data; (type A), and support from individuals from whom they expect high-order, processed information, i.e., opinions, advice, strategies and predictions; (type B). It also confirmed that selection of type A supporters is primarily based on competencies and type B supporters are typically selected based on moral standing and creativity. Implications: This article will empower leaders to better understand the value of their support networks, also to organize the flow of received information. Value/Originality: We are presenting an original concept of social influence in reverse, broadening the cognition of social influence in positive management.

HOW MUCH DO LEADERS SEEK TO BE INFLUENCED? THE CONCEPT OF SOCIAL INFLUENCE IN REVERSE IN REVERSE