The ties that lead: A social network approach to leadership

被引:397
作者
Balkundi, P [1 ]
Kilduff, M
机构
[1] SUNY Buffalo, Jacobs Management Ctr 274, Dept Org Behav & Human Resouces, Buffalo, NY 14260 USA
[2] Penn State Univ, Smeal Coll Business, Dept Management & Org, University Pk, PA 16802 USA
关键词
social networks; leaders; centrality;
D O I
10.1016/j.leaqua.2005.09.004
中图分类号
B849 [应用心理学];
学科分类号
040203 ;
摘要
This article investigates, for leadership research, the implications of new directions in social network theory that emphasize networks as both cognitive structures in the minds of organizational members and opportunity structures that facilitate and constrain action. We introduce the four core ideas at the heart of the network research program: the importance of relations, actors' embeddedness, the social utility of connections, and the structural patterning of social life. Then we present a theoretical model of how network cognitions in the minds of leaders affect three types of networks: the direct ties surrounding leaders, the pattern of direct and indirect ties within which leaders are embedded in the whole organization and the interorganizational linkages formed by leaders as representatives of organizations. We suggest that these patterns of ties can contribute to leader effectiveness. (c) 2005 Elsevier Inc. All rights reserved.
引用
收藏
页码:941 / 961
页数:21
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