BEGIN:VCALENDAR
VERSION:2.0
PRODID:-//pretalx//conferences.acspri.org.au//2026//talk//GRF3HB
BEGIN:VTIMEZONE
TZID:AEST
BEGIN:STANDARD
DTSTART:20000326T040000
RRULE:FREQ=YEARLY;BYDAY=-1SU;BYMONTH=3;UNTIL=20050326T170000Z
TZNAME:AEST
TZOFFSETFROM:+1100
TZOFFSETTO:+1000
END:STANDARD
BEGIN:STANDARD
DTSTART:20060402T040000
RRULE:FREQ=YEARLY;BYDAY=1SU;BYMONTH=4;UNTIL=20060401T170000Z
TZNAME:AEST
TZOFFSETFROM:+1100
TZOFFSETTO:+1000
END:STANDARD
BEGIN:STANDARD
DTSTART:20070325T040000
RRULE:FREQ=YEARLY;BYDAY=4SU;BYMONTH=3;UNTIL=20070324T170000Z
TZNAME:AEST
TZOFFSETFROM:+1100
TZOFFSETTO:+1000
END:STANDARD
BEGIN:STANDARD
DTSTART:20080406T040000
RRULE:FREQ=YEARLY;BYDAY=1SU;BYMONTH=4
TZNAME:AEST
TZOFFSETFROM:+1100
TZOFFSETTO:+1000
END:STANDARD
BEGIN:DAYLIGHT
DTSTART:20000827T030000
RRULE:FREQ=YEARLY;BYDAY=4SU;BYMONTH=8;UNTIL=20000826T170000Z
TZNAME:AEDT
TZOFFSETFROM:+1000
TZOFFSETTO:+1100
END:DAYLIGHT
BEGIN:DAYLIGHT
DTSTART:20011028T030000
RRULE:FREQ=YEARLY;BYDAY=-1SU;BYMONTH=10;UNTIL=20071027T170000Z
TZNAME:AEDT
TZOFFSETFROM:+1000
TZOFFSETTO:+1100
END:DAYLIGHT
BEGIN:DAYLIGHT
DTSTART:20081005T030000
RRULE:FREQ=YEARLY;BYDAY=1SU;BYMONTH=10
TZNAME:AEDT
TZOFFSETFROM:+1000
TZOFFSETTO:+1100
END:DAYLIGHT
END:VTIMEZONE
BEGIN:VEVENT
UID:pretalx-2026-GRF3HB@conferences.acspri.org.au
DTSTART;TZID=AEST:20261125T164500
DTEND;TZID=AEST:20261125T170000
DESCRIPTION:How do organizational members come to recognize someone outside
  their own area of expertise as a leader? Leadership identity research con
 ceptualizes leadership as socially constructed through processes of claimi
 ng and granting\, yet granting has largely been understood as arising thro
 ugh direct interaction between potential leaders and followers. We argue t
 hat this dyadic view becomes incomplete when leadership crosses expertise 
 boundaries\, where actors may lack the shared knowledge and evaluative cri
 teria needed to assess one another directly. In such settings\, advice net
 works may provide relational cues through which expertise becomes visible 
 and leadership can be granted.\nWe examine this argument using whole-netwo
 rk data from 228 healthcare professionals involved in a multidisciplinary 
 breast-cancer clinical pathway. We model leadership recognition as a direc
 ted network and examine its association with formal managerial role and di
 rect and indirect advice relations using exponential random graph models. 
 Our primary analysis focuses on leadership recognition across professional
  boundaries\, with within-profession leadership providing a theoretically 
 meaningful reference case.\nFormal managers are more likely to be recogniz
 ed as leaders across professional boundaries\, but formal position does no
 t account for the broader relational pattern of leadership recognition. Cr
 oss-professional leadership is strongly aligned with direct advice relatio
 ns and\, importantly\, is associated with indirect advice pathways connect
 ing actors through third parties. These pathway effects are substantially 
 more evident across than within professional boundaries.\nWe contribute to
  leadership identity and organization theory by extending the granting of 
 leadership from a predominantly dyadic process to a network-embedded one. 
 Our findings suggest that\, across expertise boundaries\, leadership recog
 nition is supported by advice structures through which otherwise difficult
 -to-evaluate expertise becomes visible.
DTSTAMP:20261013T065914Z
LOCATION:MacCallum Room
SUMMARY:Granting Leadership Across Expertise Boundaries: How Advice Network
 s Shape Cross-Professional Recognition - Peng Wang
URL:https://conferences.acspri.org.au/2026/talk/GRF3HB/
END:VEVENT
END:VCALENDAR