This paper looks at a conceptual model depicting the impact of high performing Team Leaders (TL) on their team members' career advancement. Certain inherent factors present in high performing TLs are not usually linked to either the development or the career advancement of the team members; however their presence ensures that there is a positive impact. For this study those factors were classified into two main categories-a) Human Capital and b) Social capital. Using Social Learning Theory, one can say that high performing TLs provide modelling stimuli based on live experiences to their team members. Social modelling and learning in this context can further be understood using Social Network Theory. This impact is positively moderated by the strength of the TL-team member dyads, which can be theoretically examined through Leader-Membership exchange and supervisory support.