Social network approaches to leadership: An integrative conceptual review.

Abstract

Contemporary definitions of leadership advance a view of the phenomenon as relational, situated in specific social contexts, involving patterned emergent processes, and encompassing both formal and informal influence. Paralleling these views is a growing interest in leveraging social network approaches to study leadership. Social network approaches provide a set of theories and methods with which to articulate and investigate, with greater precision and rigor, the wide variety of relational perspectives implied by contemporary leadership theories. Our goal is to advance this domain through an integrative conceptual review. We begin by answering the question of why-Why adopt a network approach to study leadership? Then, we offer a framework for organizing prior research. Our review reveals 3 areas of research, which we term: (a) leadership in networks, (b) leadership as networks, and (c) leadership in and as networks. By clarifying the conceptual underpinnings, key findings, and themes within each area, this review serves as a foundation for future inquiry that capitalizes on, and programmatically builds upon, the insights of prior work. Our final contribution is to advance an agenda for future research that harnesses the confluent ideas at the intersection of leadership in and as networks. Leadership in and as networks represents a paradigm shift in leadership research-from an emphasis on the static traits and behaviors of formal leaders whose actions are contingent upon situational constraints, toward an emphasis on the complex and patterned relational processes that interact with the embedding social context to jointly constitute leadership emergence and effectiveness.

Transformational leadership, social capital and organizational innovation

“…Transformational leaders become role models for spanning boundaries and proactively reaching outside actors to exchange information, foster inter-organizational collaboration, forge coalitions, and leverage resources (Den Hartog and Belschak, 2012). Therefore, TFL may strongly encourage followers to form external social capital that creates and sustains competitive advantages (Carter et al, 2015).…”

Component Importance Measure Computation Method Based Fuzzy Integral with Its Application

“…Secondary vertical shock absorber V 13 Railway coupling V 14 Gearbox V 15 Grounding device V 16 Traction motor V 17 Height adjusting device V 18 Antihunting damper V 19 Air spring V 20 Center pin bush V 21 Traction rod V 22 Transverse shock absorber V 23 Transverse backstop V 24 Anti-side-rolling torsion bar V 25 Control valve V 26 Speed Sensor 1 V 27 Speed Sensor 2 V 28 LKJ2000 V 29 Device for cleaning the tread band of vehicle wheels V 30 Acceleration sensor V 31 Junction box V 32 Temperature sensor bearing V 33 Axle temperature sensor…”

“…The brain is a complex network of neurons [29]. An organization is a complex network of people [30]. As mentioned above, electromechanical systems are characterized by large scale, complex structure, nonlinear behavior, various working states, high coupling components, random operation environment, and so forth, which are not easy to be modeled directly to analyze global behaviors.…”

Leadership and the ATHE

“…Networks are the patterns of interpersonal relationships among a set of people (Carter, DeChurch, Braun, & Contractor, 2015). Networks are essential to effective leadership development as they help break down barriers that otherwise prevent the flow of communication.…”