We investigate how employees’ dyadic helping behavior is predicted by a coworker or interaction target’s social influence in a team, and how this pattern of helping behaviors exerts an upward influence on the team process and outcome. Drawing on the power, dependence, and social exchange perspective, we further identify team conflict as a critical moderator that strengthens the relationship between target social influence and dyadic helping behavior. The power and dependence perspective also suggests that a dyadic social exchange relationship between two members is likely to impact the relationship patterns involving other members in the network of social exchanges in the team. Hence, we predict that the team-level configuration of helping based on the extent to which team members’ dyadic helping behavior is shaped by target social influence will affect subsequent team process (i.e., team trust) and outcome (i.e., team performance) negatively. The current conceptual framework was empirically tested by a field survey and online experimental studies. This study highlights the importance of distinct forms and configurations of helping behaviors that occur in a team context, which may lead to disparate organizational outcomes.