The Social Network Ties of Group Leaders: Implications for Group Performance and Leader Reputation

Published Online:https://doi.org/10.1287/orsc.1050.0158

References

  • Adler P., Kwon S. W. Social capital: Prospects for a new concept. Acad. Management Rev. (2002) 27:17–40CrossrefGoogle Scholar
  • Ahuja G. Collaboration networks, structural holes, and innovation: A longitudinal study. Admin. Sci. Quart. (2002) 45:425–455CrossrefGoogle Scholar
  • Allen T.Managing the Flow of Technology (1977) (Massachusetts Institute of Technology Press, Cambridge, MA) Google Scholar
  • Ancona D., Caldwell D. Bridging the boundary: External activity and performance in organizational teams. Admin. Sci. Quart. (1992) 37:634–655CrossrefGoogle Scholar
  • Balkundi P., Harrison D. A. Ties, leaders, and time in teams: Strong inference and network structure's effects on team viability and performance. Acad. Management J. (2006) 49(1CrossrefGoogle Scholar
  • Barley S. R. Technology as an occasion for structuring: Evidence from observations of CT scanners and the social order of radiology departments. Admin. Sci. Quart. (1986) 31:78–108CrossrefGoogle Scholar
  • Bass B. M.Leadership and Performance Beyond Expectations (1985) (Free Press, New York) Google Scholar
  • Bavelas A. Communication patterns in task-oriented groups. J. Acoustical Soc. Amer. (1950) 22:725–730CrossrefGoogle Scholar
  • Bennis W. G.The Unconscious Conspiracy: Why Leaders Can't Lead (1976) (AMACOM, A division of American Management Association, New York) 143–156Google Scholar
  • Blau P.Exchange and Power in Social Life (1964) (Wiley, New York) Google Scholar
  • Bonacich P. Factoring and weighting approaches to status scores and clique identification. J. Math. Sociology (1972) 2:113–120CrossrefGoogle Scholar
  • Borgatti S. P., Foster P. C. The network paradigm in organizational research: A review and typology. J. Management (2003) 29(6):991–1013Google Scholar
  • Borgatti S. P., Everett M. G., Freeman L. C. UCINET IV Version 1.0 Reference Manual. (1992) (Analytic Technologies, Columbia) Google Scholar
  • Borgatti S. P., Everett M. G., Freeman L. C. Ucinet for Windows: Software for Social Network Analysis. (2002) (Analytic Technologies, Harvard) Google Scholar
  • Boyd N. C., Taylor R. R. A developmental approach to the examination of friendship in leader-follower relationships. Leadership Quart. (1998) 9(1):1–25CrossrefGoogle Scholar
  • Brass D. J. Structural relationships, job characteristics, and worker satisfaction and performance. Admin. Sci. Quart. (1981) 29:518–539CrossrefGoogle Scholar
  • Brass D. J. Being in the right place: A structural analysis of individual influence in organizations. Admin. Sci. Quart. (1984) 29:518–539CrossrefGoogle Scholar
  • Brass D. J., Burkhardt M. E., Nohria N., Eccles R. Centrality and power in organizations. Networks and Organizations: Structure Form and Action (1992) (Harvard Business School Press, Boston, MA) 191–215Google Scholar
  • Brass D. J., Krackhardt D., Hunt J. G., Phillips R. L. The social capital of 21st century leaders. Out-of-the-Box Leadership: Transforming the 21st Century Army and Other Top Performing Organizations (1999) (JAI Press, Greenwich, CT) Google Scholar
  • Burt R. S.Structural Holes: The Social Structure of Competition (1992) (Harvard University Press, Cambridge, MA) CrossrefGoogle Scholar
  • Burt R. S., Sutton R. I., Staw B. M. The network structure of social capital. Res. Organ. Behavior (2000) 22:345–423CrossrefGoogle Scholar
  • Calder B., Staw Barry M., Salancik Gerald R. An attribution theory of leadership. New Directions in Organizational Behavior (1977) (St. Clair, Chicago, IL) 179–204Google Scholar
  • Choi J. N. External activities and team effectiveness: Review and theoretical development. Small Group Res. (2002) 33:181–208CrossrefGoogle Scholar
  • Cialdini R. B., Giacalone R. A., Rosenfeld P. Indirect tactics of impression management: Beyond basking. Impression Management in the Organization (1989) (Erlbaum, Hillsdale, NJ) 45–56Google Scholar
  • Coleman J. S. Social capital in the creation of human capital. Amer. J. Sociology (1988) 94:S95–S120CrossrefGoogle Scholar
  • Coleman J. S.Foundations of Social Theory (1990) (Belknap Press, Cambridge, MA) Google Scholar
  • Collins J. C., Clark K. D. Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Acad. Management J. (2003) 46:740–751CrossrefGoogle Scholar
  • Dansereau F., Haga G. B. A vertical dyad linkage approach to leadership in formal organizations. Organ. Behavior Human Performance (1975) 13:46–78CrossrefGoogle Scholar
  • Freeman L. C. Centrality in social networks: Conceptual clarification. Soc. Networks (1979) 1:215–239CrossrefGoogle Scholar
  • Galbraith J. R.Designing Complex Organizations (1973) (Addison Wesley, Reading, MA) Google Scholar
  • Gargiulo M., Benassi M. Trapped in your own net? Network cohesion, structural holes, and the adaptation of social capital. Organ. Sci. (2000) 11(2):183–196LinkGoogle Scholar
  • Gerstner C. R., Day D. V. Meta-analytic review of leader-member exchange theory: Correlates and construct issues. J. Appl. Psych. (1997) 82:827–844CrossrefGoogle Scholar
  • Giddens A.The Constitution of Society (1984) (Stanford University Press, Stanford, CA) Google Scholar
  • Graen G. B., Cashman J. F., Hunt J. G., Larson L. L. A role-making model of leadership in formal organizations: A development approach. Leadership Frontiers (1975) (Kent State University Press, Kent, OH) 143–166Google Scholar
  • Graen G. B., Uhl-Bien M. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory over 25 years: Applying a multi-level multi-domain perspective. Leadership Quart. (1995) 6:219–247CrossrefGoogle Scholar
  • Graen G., Cashman J., Ginsburg S., Schiemann W. Effects of linking-pin quality on the quality of working life of lower participants. Admin. Sci. Quart. (1977) 22:491–504CrossrefGoogle Scholar
  • Granovetter M. The strength of weak ties. Amer. J. Sociology (1973) 6:1360–1380CrossrefGoogle Scholar
  • Granovetter M. Economic action and social structure: The problem of embeddedness. Amer. J. Sociology (1985) 91(3):481–510CrossrefGoogle Scholar
  • Guetzkow H., Simon H. The impact of certain communication nets upon organization and performance in task-oriented groups. Management Sci. (1955) 1:233–250LinkGoogle Scholar
  • Gupta A. K., Govindarajan V. G. Knowledge flows within multinational corporations. Strategic Management J. (2000) 21:473–496CrossrefGoogle Scholar
  • Hamel G. Waking up IBM: How a gang of unlikely rebels transformed Big Blue. Harvard Business Review on Point Article (2001) (Harvard Business Review Press, Boston, MA) Google Scholar
  • Hansen M. T. The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Admin. Sci. Quart. (1999) 44:82–111CrossrefGoogle Scholar
  • Holland P. W., Leinhardt S. The structural implications of measurement error in sociometry. J. Math. Sociology (1973) 3:85–111CrossrefGoogle Scholar
  • Ibarra H. Homophily and differential returns: Sex differences in network structure and access in an advertising firm. Admin. Sci. Quart. (1992) 37:422–447CrossrefGoogle Scholar
  • Kidder T.The Soul of a New Machine (1982) (Avon Books, New York) Google Scholar
  • Kilduff M., Krackhardt D. Bringing the individual back in: A structural analysis of the internal market for reputation in organizations. Acad. Management J. (1994) 37:87–108CrossrefGoogle Scholar
  • Kilduff M., Tsai W.Social Networks and Organizations (2003) (Sage Publications, Thousand Oak, CA) CrossrefGoogle Scholar
  • Kotter J. P.What Leaders Really Do (1999) (Harvard Business Press, Cambridge, MA) Google Scholar
  • Krackhardt D. Social networks and the liability of newness for managers. J. Organ. Behavior (1996) 3:159–173Google Scholar
  • Krackhardt D., Stern R. N. Informal networks and organizational crises: An experimental simulation. Soc. Psych. Quart. (1988) 51:123–140CrossrefGoogle Scholar
  • Kunda G.Engineering Culture: Control and Commitment in a High-Tech Corporation (1992) (Temple University Press, Philadelphia, PA) Google Scholar
  • Lauman E. O., Pappi F. U.Networks of Collective Action: A Perspective on Community Influence Systems (1976) (Academic Press, New York) Google Scholar
  • Lawrence P. R., Lorsch J. W.Organization and Environment (1967) (Graduate School of Business Administration, Harvard University, Boston, MA) Google Scholar
  • Leary M. R., Giacalone R. A., Rosenfeld P. Self-presentational processes in leadership emergence and effectiveness. Impression Management in the Organization (1989) (Lawrence Erlbaum Associates, Inc., New York) 363–375Google Scholar
  • Leavitt H. J. Some effects of certain communication patterns on group performance. J. Abnormal Soc. Psych. (1951) 46:38–50CrossrefGoogle Scholar
  • Liden R. C., Sparrowe R. T., Wayne S. J. Leader-member exchange theory: The past and potential for the future. Res. Personnel Human Resource Management (1997) 15:47–119Google Scholar
  • Lin N.Social Capital: A Theory of Social Structure and Action (2001) (Cambridge University Press, New York) CrossrefGoogle Scholar
  • Lincoln J. R., Miller J. Work and friendship ties in organizations: A comparative analysis of relational networks. Admin. Sci. Quart. (1979) 24:181–199CrossrefGoogle Scholar
  • Lord R. G., Maher K. J.Leadership and Information Processing: Linking Perceptions and Performance (1991) 1(Unwin Hyman, Inc., Cambridge, MA) Google Scholar
  • Machiavelli N.The Prince (1513/1992) (Dover Publications, Inc., New York) Google Scholar
  • Mehra A., Kilduff M., Brass D. J. At the margins: A distinctiveness approach to the social identity and social networks of underrepresented groups. Acad. Management J. (1998) 4:441–452CrossrefGoogle Scholar
  • Mehra A., Kilduff M., Brass D. J. The social networks of high and low self-monitors: Implications for workplace performance. Admin. Sci. Quart. (2001) 35:121–146CrossrefGoogle Scholar
  • Meindl J. R., Ehrlick S., Dukerich J. M. The romance of leadership. Admin. Sci. Quart. (1985) 30:78–102CrossrefGoogle Scholar
  • Miner J. B.Organizational Behavior 1: Essential Theories of Motivation and Leadership (2005) (M. E. Sharpe, Armonk, New York) Google Scholar
  • Mintzberg H.The Nature of Managerial Work (1973) (Harper Row, New York) Google Scholar
  • Obstfeld D. Social networks, the Tertius Iungens orientation, and involvement in innovation. Admin. Sci. Quart. (2005) 50:100–130CrossrefGoogle Scholar
  • Oh H., Labianca M. Group social capital and group effectiveness: The role of informal socializing ties. Acad. Management J. (2004) 47:860–875CrossrefGoogle Scholar
  • Ott J. S., Sullivan D., Ott J. S. Leadership. Classic Readings in Organizational Behavior (1989) (Brooks/Cole Publishing Company, Pacific Grove, CA) 243–254Google Scholar
  • Pastor J.-C., Mayo J. R. A network effects model of charisma attributions. Acad. Management J. (2002) 45:410–421CrossrefGoogle Scholar
  • Pfeffer J. The ambiguity of leadership. Acad. Management Rev. (1977) 2:104–112CrossrefGoogle Scholar
  • Podolny J. Networks as the pipes and prisms of the market. Amer. J. Sociology (2001) 107(1):33–60CrossrefGoogle Scholar
  • Podolny J. M., Baron J. N. Resources and relationships: Social networks and mobility in the workplace. Amer. Sociological Rev. (1997) 62:673–693CrossrefGoogle Scholar
  • Reagans R., Zuckerman E. W. Networks, diversity, and productivity: The social capital of R&D teams. Organ. Sci. (2001) 12:502–517LinkGoogle Scholar
  • Reagans R., Zuckerman E. W., McEvily B. How to make the team: Social networks versus demography as criteria for designing effective teams. Admin. Sci. Quart. (2004) 49:101–133Google Scholar
  • Roethlisberger F. J., Dickson W. J.Management and the Worker (1939/1961) (Harvard University Press, Cambridge, MA) Google Scholar
  • Salancik R. G., Calder B. J., Rowland K. M., Levlevici H., Conway M., Hunt J. G., Larson E. E. Leadership as an outcome of social structure and process: A multidimensional analysis. Leadership Frontiers (1975) (Kent University Press, Columbus, OH) Google Scholar
  • Seibert S. E., Kraimer M. L., Liden R. C. A social capital theory of career success. Acad. Management J. (2001) 44(2):219–238CrossrefGoogle Scholar
  • Shaw M. E., Nerkowitz L. Communication networks. Advances in Experimental Social Psychology (1964) 1(Academic, New York) 111–147CrossrefGoogle Scholar
  • Sherony K. M., Green S. G. Coworker exchange: Relationships between coworkers, leader-member exchange, and work attitudes. J. Appl. Psych. (2002) 87(3):542–548CrossrefGoogle Scholar
  • Snyder M., Tanke E. D., Berscheid E. Social perception and interpersonal behavior: On the self-fulfilling nature of social stereotypes. J. Personality Soc. Psych. (1977) 35:656–666CrossrefGoogle Scholar
  • Sparrowe R. T., Liden R. C. Process and structure in leader-member exchange. Acad. Management Rev. (1997) 22:522–552CrossrefGoogle Scholar
  • Sparrowe R. T., Liden R. C., Wayne S. J., Kraimer M. L. Social networks and performance of individuals and groups. Acad. Management J. (2001) 44:316–325CrossrefGoogle Scholar
  • Szulanski G. Exploring stickiness: Impediments to the transfer of best practice within the firm. Strategic Management J. (1996) 17(Winter Special Issue):27–43CrossrefGoogle Scholar
  • Tsai W. Knowledge transfer in intraorganizational networks: Effects of network position and absorptive capacity on business unit innovation and performance. Acad. Management J. (2001) 44:996–1004CrossrefGoogle Scholar
  • Tsui A. S. A role set analysis of managerial reputation. Organ. Behavior Human Performance (1984) 34:64–96CrossrefGoogle Scholar
  • Uhl-Bien M., Graen G., Scandura T. A., Ferris G. R. Implications of leader-member exchange (LMX) for strategic human resource management systems: Relationships as social capital for competitive advantage. Res. Personnel Human Resource Management (2000) 18:137–186Google Scholar
  • Wasserman S., Faust K.Social Network Analysis: Methods and Applications (1994) (Cambridge University Press, New York) CrossrefGoogle Scholar
  • Watts D.Six Degrees: The Science of a Connected Age (2003) (W. W. Norton & Company, Inc., New York) Google Scholar
  • Wellman B., Wellman B., Berkowitz S. D. Structural analysis: From method and metaphor to theory and substance. Social Structures: A Network Approach (1988) (Cambridge University Press, New York) 19–61Google Scholar
  • Wherry R. J., Bartlett C. J. The control of bias in ratings. Personnel Psych. (1982) 35:521–551CrossrefGoogle Scholar
  • Whyte F. W.Street Corner Society (1943/1993) (The University of Chicago Press, Chicago, IL) Google Scholar
  • Yukl G.Leadership in Organizations (2002) 5th ed.(Prentice Hall, Upper Saddle River, NJ) Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.