Employee radical creativity critically depends on substantive informational resources from others across the wider organization. We propose that the social network ties of employees� immediate leaders assume a central role in garnering these resources, thereby fostering their employees� radical creativity both independent of and interactively with employees� own network ties. Drawing on data from 214 employees working in 30 teams of a public technology and environmental services organization, we find that team leaders� betweenness centrality in the idea network within their teams as well as among their peer leaders provides creative benefits beyond employees� own internal and external ties. Further, employees� and leaders� ties within and external to the team interactively predict employee radical creativity. Implications for theory and practice are discussed.