How leader role identity influences the process of leader emergence: A social network analysis

Kwok, Navio; Hanig, Samuel; Brown, Douglas J.; Shen, Winny

doi:10.1016/j.leaqua.2018.04.003

Cited by 79 publications

(105 citation statements)

References 134 publications

(144 reference statements)

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“…For instance, recently, leadership has been understood less as a hierarchy of authority or power and more as a complex interpersonal adaptive process that is socially constructed and driven by interactions within relations (DeRue, 2011). Scholars have adopted network perspectives to explore antecedents of leader emergence (Carnabuci, Emery, & Brinberg, 2018; DeRue et al, 2015; Kwok, Hanig, Brown, & Shen, 2018) as well as consequences of leadership structures (Mukherjee, 2016; Wang, Han, Fisher, & Pan, 2017). Future research can further explore whether a traditional vertical leadership structure can naturally transform into a structure where leader roles can be carried out by multiple individuals in teams (e.g., Fransen, Delvaux, Mesquita, & Van Puyenbroeck, 2018) and, if so, why multiple leaders can arise and how those structures impact team processes and outcomes differently than a solo leader structure.…”

Section: Advancing Work Teams Research With Network Thinkingmentioning

confidence: 99%

Understanding Work Teams From a Network Perspective: A Review and Future Research Directions

Park

Grosser²,

Roebuck³

et al. 2020

Journal of Management

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As social network theory and methodology advance, scholars in multiple fields have increasingly become interested in examining work teams using network perspectives. Social networks not only enabled work team researchers to theorize about interdependencies and the dynamic interplay of team components (i.e., individuals, dyads, and whole teams) but also provided a methodological tool kit with which to operationalize and test hypotheses about such interdependencies. To this end, the purpose of this article is to conduct an integrative review of organizational teams research that has adopted a social network perspective to highlight what is known and what remains to be addressed. We then outline an agenda for future research that introduces three promising areas to guide researchers to move the field forward. We conclude that a more thorough integration of the networks and teams literatures offer great promise for advancing both our science and practice.

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Section: Advancing Work Teams Research With Network Thinkingmentioning

confidence: 99%

Understanding Work Teams From a Network Perspective: A Review and Future Research Directions

Park

Grosser²,

Roebuck³

et al. 2020

Journal of Management

View full text Add to dashboard Cite

show abstract

“…Accordingly, the leader's central position in the group friendship network promotes a more trustworthy and proactive relationship between leader and employees (Venkataramani et al, 2016), which in turn may contribute positively to the leader's perception of a better team performance. Also, a more central leader, in terms of degree centrality, in the team friendship network is positively associated with both leader's status among subordinates (Mehra et al, 2006) and leader's role identity (Kwok et al, 2018). The cognitive consonance that come from the leader's perception of consistency between his/her attitudes and behavior and leader's role expectations is psychologically comfortable (cf.…”

Section: Discussionmentioning

confidence: 99%

How does the Leader’s Centrality affect Team Performance Assessment? Testing the Role of Leader’s Satisfaction

2020

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The study aims to test how the association between leader’s centrality (outdegree and betweenness) in the group network, considering both workflow and friendship ties between leader and members, and the perception of team performance is mediated by the leader’s satisfaction with the team. The research included a total of 74 formal leaders of organizational teams from several organizations. Total, direct and indirect effects were calculated through the estimation of an OLS regression-based mediation model, controlling for team size. Results revealed that only leader’s outdegree and betweenness centrality in the team friendship network positively predicted the leader’s perception of team performance. In contrast to the predictions, a significant negative indirect effect of outdegree centrality of the leader within the team workflow network on the evaluation of group performance through leader’s satisfaction was observed. Also, both leader´s outdegree and betweenness centrality levels in the friendship network were shown to have a positive effect on leader’s assessment of team performance through leader’s satisfaction with the team. Overall, findings point to the negative effects of leader’s centrality in the workflow team network and the positive effects of leader’s centrality in the friendship team network on his/her attitudes toward the team. The effects of the more or less central position of the leader within each of the group networks are discussed.

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“…Hence, we can introduce a constant, β, to Equation (7) to reflect the extent to which the weight of the centrality of an ego is tied to and add the scaling constant, α, to normalize the score. The method is called the Katz centrality [24]. Hence, we can re-write Equation (6) as follows:…”

Section: Katz Centralitymentioning

confidence: 99%

“…where we set α = 0.85 as the suggestion of the PageRank algorithm. Note that in large-scale networks, we can first set A T = softmax(A T ) to avoid the convergent problem of the proposed algorithm before processing in Equation (24). We can highlight the difference between the PageRank and bi-directional influence map (BIM) algorithms as follows.…”

Section: Transition Function Mathematical Equationmentioning

confidence: 99%

A Novel Centrality for Finding Key Persons in a Social Network by the Bi-Directional Influence Map

Chen

Huang

2020

Symmetry

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Symmetry is one of the important properties of Social networks to indicate the co-existence relationship between two persons, e.g., friendship or kinship. Centrality is an index to measure the importance of vertices/persons within a social network. Many kinds of centrality indices have been proposed to find prominent vertices, such as the eigenvector centrality and PageRank algorithm. PageRank-based algorithms are the most popular approaches to handle this task, since they are more suitable for directed networks, which are common situations in social media. However, the realistic problem in social networks is that the process to find true important persons is very complicated, since we should consider both how the influence of a vertex affects others and how many others follow a given vertex. However, past PageRank-based algorithms can only reflect the importance on the one side and ignore the influence on the other side. In addition, past algorithms only view the transition from one status to the next status as a linear process without considering more complicated situations. In this paper, we develop a novel centrality to find key persons within a social network by a proposed synthesized index which accounts for both the inflow and outflow matrices of a vertex. Besides, we propose different transition functions to represent the relationship from status to status. The empirical studies compare the proposed algorithms with the conventional algorithms and show the differences and flexibility of the proposed algorithm.

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How leader role identity influences the process of leader emergence: A social network analysis

Cited by 79 publications

References 134 publications

Understanding Work Teams From a Network Perspective: A Review and Future Research Directions

Understanding Work Teams From a Network Perspective: A Review and Future Research Directions

How does the Leader’s Centrality affect Team Performance Assessment? Testing the Role of Leader’s Satisfaction

A Novel Centrality for Finding Key Persons in a Social Network by the Bi-Directional Influence Map

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