Network-Based Leadership Development

Abstract

Management education and leadership development has traditionally focused on improving human capital (i.e., knowledge, skills, and abilities). Social capital, networks, and networking skills have received less attention. When this content has been incorporated into learning and development experiences, it has often been more ad hoc and has overlooked how gender affects individuals’ ability to build and use networks effectively. To address these limitations, we present a three-step framework designed to guide management educators in helping others to (1) address misconceptions they have about networks and networking, (2) learn whether their current network is effective, and (3) identify networking strategies they can use to change their network and improve its effectiveness. In each stage, we discuss challenges that both men and women face and identify challenges that are particularly salient for women. Beyond providing this framework as a guide for incorporating networks, networking, and social capital into leadership development, we offer resources management educators can use at each step to create positive learning and development experiences. Finally, we discuss specific considerations for implementing network-based leadership development in women’s only and mixed gender courses and leadership development programs.

Can job seekers achieve more through networking? The role of networking intensity, self‐efficacy, and proximal benefits

“…Many job seekers are not comfortable using networking and have low self-evaluations about their networking savvy (Anand & Conger, 2007;Wanberg et al, 2000Wanberg et al, , 2012. This discomfort stems at least in part from misconceptions and lack of knowledge about networking (Anand & Conger, 2007;Cullen-Lester, Woehler, & Willburn, 2016). Individuals often dislike networking because they feel that it involves bothering others, the need to attend awkward networking mixers, having to know a lot of people, or asking someone outright for a job (Lowstuter & Robertson, 1995;Pierson, 2009).…”

An Evolutionary Explanation for the Female Leadership Paradox

“…When they are present, these average gender differences in competition and cooperation may all have effects on gender differences in leader emergence. For example, average differences between women and men in risk-taking and preferred forms of competition may partly contribute to observations of a greater likelihood among men to self-promote and exaggerate competence in the pursuit of leadership (Chamorro-Premuzic, 2019), treat acquaintances or colleagues instrumentally to gain information, favors, or opportunities (Cullen-Lester et al, 2016), anticipate fewer risks to leadership (Sweet-Cushman, 2016), or be willing to make unilateral decisions on behalf of their group (Ertac and Gurdal, 2012). To the extent men more frequently socialize in large groups and build larger social networks with more "weak" ties, men may be advantaged in influencing the design of political institutions that regulate society and in accessing novel information or opportunities for ascending institutional hierarchies (Lindenlaub and Prummer, 2020).…”

“…This includes men's greater tendency for self-promotion, overconfidence and exaggerating their competence, which helps elevate many unqualified men to positions of power (Chamorro-Premuzic, 2019). To the extent men, more than women, prefer to socialize in larger same-sex groups (Low, 1992;David-Barrett et al, 2015;Benenson, 2019;Peperkoorn et al, 2020) and to build larger social networks comprised of many "weak" ties (Vigil, 2007;Seabright, 2012;Friebel et al, 2017), men may be unduly privileged in the pursuit of leadership, particularly in the mixed gender hierarchies of large organizations (van Vugt and Spisak, 2008;Cullen-Lester et al, 2016;Lindenlaub and Prummer, 2020). Effects of social networking on gender differences in leadership are exacerbated when leaders tend to be male and leaders in general prefer to hire and promote similar others (i.e., the "old boys network") (McDonald, 2011;Koch et al, 2015).…”

Experiences of female deans in South African universities: A phenomological study

“…Sihle said she has used networks to overcome challenges she has encountered. Networking has proven beneficial for women to gain knowledge, influence and social capital that enhances their chances as leaders (Cullen-Lester et al, 2016). She said she networks with other female leaders holding various positions in academic institutions or other sectors.…”

“…Platforms where women in leadership meet to share ideas, experiences, and how the plight of leaders in the academic fraternity can be best improved, emerged to be helpful in overcoming the challenges. Networking has been found to be helpful for women to gain knowledge, influence and social capital that enhances their chances as leaders (Cullen-Lester et al, 2016).…”