Indirect impact of high performers on the career advancement of their subordinates

Abstract

This paper proposes a conceptual model depicting the“indirect”impact of high performers ontheir subordinates' career advancement. Although certain characteristics demonstrated by highperformers are not usually linked directly to either the development or career advancement oftheir subordinates; we propose a model to help bridge this research gap. Our conceptualframework allows us to understand the positive relation between characteristics of highperformers and their subordinates' career advancement. For this paper, those characteristicswere classified into two categories—a) job competencies and b) networking abilities. UsingSocial Learning Theory, we propose that high performers provide modelling stimuli based onlive experiences to their subordinates. To better understand the relationship between the character-istics of the high performer and their subordinates' career advancement, we have explored a set ofmoderators and mediators pertaining to the subordinate. In addition to“indirect”impact, usingpast literature we have also articulated the“direct”impact on subordinates' career advancement.