The Ties of Meeting Leaders: A Social Network Analysis

Sauer, Nils Christian; Kauffeld, Simone

doi:10.4236/psych.2015.64039

Cited by 7 publications

(10 citation statements)

References 71 publications

(133 reference statements)

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“…Cluster 1-local dynamics, including articles mostly about how team members develop central positions in their social network, and gain influence over team members and team outcomes (e.g., Klein, Lim, Saltz, & Mayer, 2004); Cluster 2-global dynamics, including manuscripts focusing on how group processes and emergent states emerge and unfold over time using combinations of linear (e.g., ANOVA) and nonlinear (e.g., nonlinear time series) methods (e.g., Sauer & Kauffeld, 2015); and Cluster 3-contextual dynamics, including articles revealing how team contextual factors, such as change in context and leadership rules, influence global-and individual-level dynamics (e.g., .…”

Section: Lessons Learnt From 17 Years Of Teams As Casmentioning

confidence: 99%

Teams as Complex Adaptive Systems: Reviewing 17 Years of Research

Ramos-Villagrasa

Marques-Quinteiro

Navarro

et al. 2017

Small Group Research

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At the turn of the century, Arrow, McGrath, and Berdahl portrayed teams as complex adaptive systems (CAS). And yet, despite broad agreement that this approach facilitates a better understanding of teams, it has only now been timidly incorporated into team research. To help fully incorporate the logic of teams as CAS in the science of teams, we review extant research on teams approached from a nonlinear dynamical system theory. Using a systematic review approach, we selected 92 articles published over the last 17 years to integrate what we know about teams as CAS. Our review reveals the evidence supporting teams as CAS, and the set of analytical techniques to analyze team data from this perspective. This review contributes to teams' theory and practice by offering ways to identify both research methods and managing techniques that scholars and practitioners may apply to study and manage teams as CAS.

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Section: Lessons Learnt From 17 Years Of Teams As Casmentioning

confidence: 99%

Teams as Complex Adaptive Systems: Reviewing 17 Years of Research

Ramos-Villagrasa

Marques-Quinteiro

Navarro

et al. 2017

Small Group Research

View full text Add to dashboard Cite

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“…Transformational leaders are usually charismatic and tend to occupy central positions in internal advice and influence networks (Bono and Anderson, 2005;Balkundi et al, 2011) so that they are directly connected with almost all team members for transmitting goals, anticipating problems, soliciting advice, and managing the flow of resources (Sauer and Kauffeld, 2015). Furthermore, they provide intellectual simulation for establishing TMT cooperative norms and open communication, which in turn leads to greater information sharing (Tjosvold et al, 2009).…”

mentioning

confidence: 99%

Transformational leadership, social capital and organizational innovation

Chen

Zheng

Yang

et al. 2016

LODJ

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(2015),"Transformational leadership and employee creativity: Mediating role of creative self-efficacy and moderating role of knowledge sharing", Management Decision, Vol. 53 Iss 5 pp. 894-910 https://doi.org/10.1108/MD-07-2014-0464 Access to this document was granted through an Emerald subscription provided by All users group For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social capital in top management teams. Design/methodology/approach -Survey questionnaires were administered to 90 Chinese top management teams. Structural equation modeling was used to test the hypothesized relationships. Findings -Both internal and external social capital mediated the relationship between transformational leadership and organizational innovation. Practical implications -Organizations should strengthen internal and external capital of top management teams to reap maximal innovation outcomes from transformational leadership. Originality/value -The findings contribute to the transformational leadership, social capital, and innovation literature first by showing how leadership influences innovation through largely neglected mechanisms -internal and external social capital. Second, a social capital focus challenges the tacit assumption that transformational leadership has only internal influences by showing that it potentially spills over to the external domain.

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“…These unpleasant conditions negatively affect leader's attitudes toward the team and, consequently, lead to a poor evaluation of team performance. In fact, the positive effect of a more central position of the leader on team performance is commonly observed when team performance is assessed by objective measures or external judgments (e.g., Balkundi et al, 2011;Mehra et al, 2006;Sauer & Kauffeld, 2015). Thus, we can assume that when team performance is assessed by the internal leader of the team, this evaluation may be influenced by the perspective given by the leader's relative position within the group while affecting his/her attitudes and feelings about the team as whole.…”

Section: Discussionmentioning

confidence: 99%

“…In this study, we use the outdegree centrality index (i.e., the number of outgoing direct connections the leader maintains with team members) because we intend to analyze how the level of leader's centrality in the network in terms of providing access to relevant information, which is considered as a task-oriented leadership behaviour (Behrendt et al, 2017), could affect the perception of team performance. The level of outdegree centrality within a team is usually defined as an indicator of status in the network, i.e., how influential the individual is recognized as being in the group (Sauer & Kauffeld, 2015). If a leader has a high level of outdegree centrality in the friendship network, it means that the leader considers a high number of team members as friends, which might be interpreted as an indicator of "gregariousness" or "expansiveness" of the individual in the network (Borgatti et al, 2013).…”

Section: Leader's Degree Centrality and Team Performancementioning

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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The Ties of Meeting Leaders: A Social Network Analysis

Cited by 7 publications

References 71 publications

Teams as Complex Adaptive Systems: Reviewing 17 Years of Research

Teams as Complex Adaptive Systems: Reviewing 17 Years of Research

Transformational leadership, social capital and organizational innovation

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

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