This paper explores the circumstances under which familial patronage systems in the public sector can enhance an organisation's performance. The central argument is that the structure of family networks shapes performance incentives: even in highly nepotistic environments, decentralised family networks can promote accountability and performance as family-employed members are closely monitored by their relatives. I empirically test this hypothesis using an original dataset of the Mexican judiciary that includes measures of family network centrality and density at the judicial circuit and court levels. The analysis reveals that horizontal family network structures—characterised by low degree of centrality and density—positively influence judicial performance. This paper challenges the traditional negative conceptualisation of patronage and introduces new analytical tools for examining informal power structures through the study of family network dynamics.