The ties that lead: A social network approach to leadership

How humble leadership fosters employee innovation behavior

Purpose

The purpose of this paper is to examine the relationship between humble leadership and employee innovation behavior and to investigate the mediating effects of core self-evaluation (CSE) and the moderating effects of leader political skill in this relationship.

Design/methodology/approach

Questionnaire data from a sample of 169 employee-leader dyads from technology enterprises in China were employed in this research.

Findings

The results show that humble leadership positively affects employee innovation behavior; moreover, employee CSE and leader political skills play partial mediating and moderating roles, respectively, in the relationship between humble leadership and employee innovation behavior.

Research limitations/implications

This study considered only the positive role of humble leadership and not its negative effects in extreme cases, such as the perceived weakness and inferiority of a humble leader, which may inhibit leadership effectiveness. Future research may examine the excessive and/or negative effects of humble leadership in an organization.

Practical implications

The findings of this study suggest that leaders should maintain humility, develop certain political skills, and enhance employee CSE to stimulate employee innovation behavior.

Originality/value

Although humility has been understood as the core trait of servant leadership, level-five leadership and participative leadership, humble leadership as a new type of independent leadership style has yet to be thoroughly investigated. In particular, there is limited empirical research examining the link between humble leadership and employee innovation behavior.

Case study as a means of evaluating the impact of early years leaders: Steps, paths and routes

The paper argues that case study will need to play an increasingly important role in the evaluation of leadership development programmes as both formal and substantive theories of leadership place greater emphasis upon the role played by organizational context on leaders ability to bring about change. Prolonged engagement within a case study provides researchers with opportunities to capture the dynamics between leaders and their organisational contexts. However, adopting a case study approach is no substitute for inadequate theorization of the link between leadership approaches and leadership effects. The paper argues for the use of inclusive and expansive theoretical notions of leadership and its relationship to organisational context. The evaluation used to illustrate these arguments was based on a longitudinal multi-site case study methodology. The case studies ran over a three-year period and tracked the effect of 42 leaders on the quality of provision in some 30 early years settings. Both individual and collective theoires of leadership were used to trace leaders' steps, paths and routes to improvement. Three overlapping theoretical lenses were used to study the dynamics of these leaders interactions with a key aspect of their organisational contexts - the existing formal and informal leadership structures - and how these affected their attempts to improve the quality of provision of their settings. The analysis, and related findings, were tiered in order to provide progressively more detailed descriptions of the relationships between leaders' approaches and changes in their settings' quality of provision. Each layer of analysis operated with a causal logic that became gradually less general and linear and increasingly more 'local' and complex.

Social Network Analysis as a Methodological Approach to Explore Health Systems: A Case Study Exploring Support among Senior Managers/Executives in a Hospital Network

Health systems research recognizes the complexity of healthcare, and the interacting and interdependent nature of components of a health system. To better understand such systems, innovative methods are required to depict and analyze their structures. This paper describes social network analysis as a methodology to depict, diagnose, and evaluate health systems and networks therein. Social network analysis is a set of techniques to map, measure, and analyze social relationships between people, teams, and organizations. Through use of a case study exploring support relationships among senior managers in a newly established hospital group, this paper illustrates some of the commonly used network- and node-level metrics in social network analysis, and demonstrates the value of these maps and metrics to understand systems. Network analysis offers a valuable approach to health systems and services researchers as it offers a means to depict activity relevant to network questions of interest, to identify opinion leaders, influencers, clusters in the network, and those individuals serving as bridgers across clusters. The strengths and limitations inherent in the method are discussed, and the applications of social network analysis in health services research are explored.

Team-bonding and team-bridging social capital: conceptualization and implications

Purpose

The paper aims to propose a conceptualization of two types of team social capital: team-bonding and team-bridging social capital. Throughout the conceptual effort, the paper provides suggestions for future research avenues that link team social capital, as a distinct team-level construct, with other team research topics.

Design/methodology/approach

The conceptualization of team social capital is based on a review and synthesis of prior research about social networks. The propositions about the relationships of team social capital with other team process and effectiveness variables are developed within the classical input-mediator-output framework.

Findings

The conceptualizations of team-bonding and team-bridging social capital and the common measures for each are provided. Moreover, a series of testable propositions regarding the associations between team social capital and team process, the influence of team social capital on team effectiveness and the antecedents of team social capital are made.

Research limitations/implications

Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further.

Originality/value

This paper elaborates the concept of team social capital and specifies its implications to various team phenomena. With this conceptual effort, this paper has advanced our knowledge about the nature and role of team social capital in team research.

Leader evaluation and team cohesiveness in the process of team development: A matter of gender?

Leadership positions are still stereotyped as masculine, especially in male-dominated fields (e.g., engineering). So how do gender stereotypes affect the evaluation of leaders and team cohesiveness in the process of team development? In our study participants worked in 45 small teams (4-5 members). Each team was headed by either a female or male leader, so that 45 leaders (33% women) supervised 258 team members (39% women). Over a period of nine months, the teams developed specific engineering projects as part of their professional undergraduate training. We examined leaders' self-evaluation, their evaluation by team members, and team cohesiveness at two points of time (month three and month nine, the final month of the collaboration). While we did not find any gender differences in leaders' self-evaluation at the beginning, female leaders evaluated themselves more favorably than men at the end of the projects. Moreover, female leaders were evaluated more favorably than male leaders at the beginning of the project, but the evaluation by team members did not differ at the end of the projects. Finally, we found a tendency for female leaders to build more cohesive teams than male leaders.

THE MULTIFACETED ROLE OF THE NETWORK ORCHESTRATOR — A LONGITUDINAL CASE STUDY

This longitudinal empirical case study develops a new framework for the role of the orchestrator of networks of Small and Medium-sized Enterprises (SMEs). The SME network under study is followed during six years, through five stages of its lifecycle, and demonstrates the complex and multifaceted nature of the role of the network orchestrator. Various roles are needed for the various stages in order to achieve network retention and sustainability. This multifaceted role is found to encompass the roles as knowledge broker, innovation broker, network entrepreneur and leader and strategist, where the latter emerges as the most salient. The similarities with the role of a firm manager seem paradoxial in light of the dominating view of network management, characterized by the concept of distributed and collective leadership.

Candle in the wind

This study contributes to the leadership literature by applying the complexity leadership paradigm within China’s fringe arts businesses. China’s societal transformation provides a rich site that is far more complex than the one in established economies. Concerned with the evolving role of arts and cultural leadership within such context, this study explores the emergent, interactive dynamism between leaders, leadership and multiple contexts organized at different levels. Using an evidence-based approach, this study draws from in-depth case studies of two fringe arts businesses in Beijing. The findings not only enrich the model that describes the strategic goals of arts and cultural businesses, but also reveals leader behaviours and approaches used to achieve adaptive outcomes of complexity leadership. Overall, the study provides insights into the practice of arts and cultural leadership socially constructed within a context of drastic change and uncertainty.

LMX differentiation, diversity, and group performance

Purpose

The impact of leader-member exchange (LMX) differentiation on group performance has been considered ambiguous. The purpose of this paper is to resolve this ambiguity by theorizing and examining a curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on this relationship.

Design/methodology/approach

Data were drawn from 63 work groups (consisting of 322 members and 63 group leaders) selected from 27 technology service companies in South Korea. Group members rated their perceived LMX quality, while the human resource (HR) directors of each company assessed group performance.

Findings

The results showed that LMX differentiation had an inverted U-shaped relationship with group performance and that gender diversity and age diversity negatively moderated that relationship. However, the interaction between LMX differentiation and education-level diversity was not significant.

Originality/value

This study extends extant research by addressing the inconsistency among theoretical perspectives on the effects of LMX differentiation. This study transcends earlier research by considering the complex process of LMX differentiation, such as the curvilinear relationship between LMX differentiation and group performance, and the moderating effects of group diversity on that relationship.

NHS top managers, knowledge exchange and leadership: the early development of Academic Health Science Networks – a mixed-methods study

Background

Academic Health Science Networks (AHSNs) were recently created in the NHS to accelerate the spread of innovations that could promote population-level health gain and also pursue novel goals of wealth creation. They are 15 regionally based networks. They reflect a continuing stream of national health policy on stimulating NHS knowledge mobilisation, which has now created a novel institutional architecture.

Objectives

The overall research aims were (1) to explore AHSNs’ strategies and practices of knowledge mobilisation in their formative phase, when they were building up health- and wealth-related networks; and (2) to investigate how knowledge leadership took place in these settings and the characteristics of people perceived as knowledge leaders (KLs). Specific research objectives operationalised these broad aims.

Design

It was a mixed-methods study with a large qualitative component but also social network analysis (SNA). It contained a sequence of work packages: (1) an initial literature review to inform interviews; (2) an analysis of the national policy stream in this field; (3) a SNA of the AHSNs’ health and wealth networks; (4) five case studies of different AHSNs with 10 innovation tracers; and (5) interviews with individuals nominated as KLs.

Setting

We studied a sample of five of the 15 English AHSNs, along with the development of the national policy stream.

Participants

We interviewed and surveyed AHSNs and other relevant staff, including national policy-level respondents.

Data sources

(1) A review of national- and AHSN-level documents, grey literature and relevant academic material; (2) semi-structured interviews with AHSN very senior managers, along with other staff, policy respondents and nominated ‘KLs’; and (3) a SNA (with two time points) using snowball survey methods.

Review methods

The literature review took a structured and narrative-based approach in what was a diffuse and multidisciplinary academic field.

Results

(1) We found that different networks were emerging around AHSNs’ health and wealth goals and, perhaps not surprisingly, the wealth networks were at an exploratory stage; (2) we found that these networks took different forms in different AHSNs; (3) we developed a general typology of the approaches AHSNs took towards spreading new ideas and innovations; and (4) we uncovered some characteristics of ‘KLs’.

Limitations

The study proceeded with the AHSNs still in a formative phase (early 2014 to early 2016). The SNA had two data points that were close together. We could not undertake a longer-term impact assessment. Future work should take a more longitudinal approach.

Conclusions

The study’s results have implications for (1) AHSN knowledge mobilisation strategies and networks, (2) the shape of AHSN regional knowledge networks and (3) the construction of knowledge leadership in these settings.

Future research

Our top priority recommendations were (1) a longer-term AHSN impact assessment and (2) greater exploration of the AHSNs’ novel wealth creating role.

Funding

The National Institute for Health Research Health Services and Delivery Research programme.

From bureaucratic machines to inter-organizational networks

Purpose

This paper aims to argue that the structure of the response to the World Trade Center (WTC) crisis can be characterized as an inter-organizational network and the majority of the activities can be identified as network management.

Design/methodology/approach

Using a mixed-method research strategy encompassing in-depth interviews and a sociometric survey, the authors characterize the response as an inter-organizational network and describe significant factors that facilitate the effective functioning and management of an emergency response.

Findings

The results provide empirical support for the claim that the management of the WTC response was very different from normal government operations in many respects. However, it was also found that complete detachment of the network-form of organization from bureaucratic hierarchy is not always possible in an emergency response, particularly in terms of leadership and the availability of resources.

Originality/value

The authors argue that bureaucratic leadership exists in political layers and is sometimes needed to provide social value to the general public and promote their engagement. Finally, the authors found evidence that the effectiveness of networks in an emergency response is influenced by certain enabling conditions, such as the severity of events, and suggest some implications for government operations.

Informal Leadership Status and Individual Performance

Informal leadership has been a topic of growing interest in recent years, with the recognition that much remains to be known about this phenomenon. In the present study, an integrative social–political conceptualization of informal leadership is proposed and tested. The research question was tested through individual self-report survey questions, a network-based consensus informal leadership measure whereby each employee identified informal leaders in their network, and individual performance provided by the organization. Specifically, the mediated moderation test demonstrated that employees high in political will, as operationalized by power motivation, were more likely to be collectively recognized as informal leaders than those low in political will, and the performance of these informal leaders was found to be contingent on their political skill. By capturing informal leadership using a consensus measure, the results of this study provide a first look at informal leadership in an organizational setting, not team or group. Furthermore, the current research offers a social network—political conceptualization of informal leadership in organizations that contributes to theory, research, and practice.

Social network centrality and hormones: The interaction of testosterone and cortisol

In this study we tested whether testosterone and cortisol interacted in predicting social network centrality within a male rugby team. Using social network analysis (SNA), three measures of centrality were investigated: popularity (i.e., the number of incoming ties a participant receives), gregariousness (i.e., the number of ties leaving from a participant and reaching out to others), and betweenness (i.e., the number of times a person lies between two other individuals). In line with the idea that testosterone and cortisol jointly regulate the emergence of social status, we found that individuals with high basal testosterone and low basal cortisol were more popular and more likely to act as connectors among other individuals (i.e., betweenness). The same hormonal profile was not predictive of gregariousness. However, in line with the small literature on the topic, we found that cortisol was inversely correlated with gregariousness. Despite the cross-sectional and correlational nature of our research design, these findings represent the first empirical evidence that testosterone and cortisol interact to predict complex measures of social hierarchy position derived from social network analyses.

Developing a measure for “connectorship” as a component of engaged leadership

Purpose

– The purpose of this paper is to report the findings of a mixed methods study that explored how active community engaged and connected managers were in their local and broader communities (engaged leadership, EL). The paper specifically investigates an under researched aspect of EL – “connectorship” – with focus on developing a measure for connectorship. The authors present the conceptual framework for EL, followed by the operationalization of “connectorship” construct.

Design/methodology/approach

– The paper focusses on developing a measure for connectorship using data from a qualitative study of 18 senior managers followed by a survey of 458 managers in Canada.

Findings

– Content analyses of qualitative data led to the generation of 93 items measuring connectorship. Based on these items, quantitative analyses of survey data from 453 respondents yielded a final measure of connectorship, which consisted of 28 items explored under eight dimensions.

Research limitations/implications

– An organization’s emphasis on connectedness and engagement of leaders will improve knowledge sharing and better mutual understanding of organizational issues among managers. It will also help attain employment stability and decrease hiring and related costs by reducing turnover. Future research, specifically longitudinal studies of leaders at various organizational levels, could incorporate connectorship as a key criterion for leadership effectiveness.

Practical implications

– The focus on connectorship skills implies that in organizations the emphasis should go beyond traditional leadership skills development and included the neglected connectorship skills development. Increased connectedness and engagement among leaders will have positive performance implications.

Social implications

– For effective corporate citizenship, the EL framework and a focus on connectorship would help leaders better understand the importance of social networks, be aware of their own network, and improve their skills in connecting the people within their networks.

Originality/value

– Using a variable centered approach within the framework of EL the paper contributes to leadership literature by conceptually defining connectorship developing a measure for this construct and testing its psychometric properties.

Trust and Distrust Network Accuracy and Career Advancement in an Organization

Although there is some evidence individuals’ knowledge of the organization’s social network can be a valuable resource, providing advantages, it is unclear whether those advantages also relate to employee performance outcomes, such as career advancement. Thus, the question this study seeks to answer is “Does accuracy of the social network provide a unique resource unto itself, positively affecting one’s promotion in the organization?” This question is answered from a social exchange and social resources view using cognitive social structure-style data collected in the call center of a large U.S. restaurant equipment manufacturing firm. Evidence suggests that social network accuracy of the work-related trust and distrust networks increased the chances for promotion compared with the less accurate. In addition, trust and distrust network accuracy moderated supervisor-rated performance effects on promotion, such that accuracy is generally more beneficial for low compared with high performance individuals, increasing their chances of promotion. Contributions to research in career advancement, social networks, network cognition, and positive and negative tie perception are discussed.

Dominant Cognitive Frames and the Innovative Power of Social Networks

In this paper, we illustrate the link between social network structures, dominant cognitive frames on network purpose and the innovative power of a network, through a mixed-method comparative analysis of two knowledge translation networks (KTNs) in the English National Health Service (NHS). Our findings illustrate several challenges for networked forms of organization linked to different manifestations of social networks (centralized/decentralized) and dominant cognitive frames (polarizing/loosely clustered). Our paper contributes a better understanding of how dominant frames on network purpose emerge alongside the development of network structure itself, and explores how this interplay between dominant frames and social networks impacts upon the collaborative work that supports the network’s innovative power.

A COGNITIVE LOAD VIEW AND EMPIRICAL TEST OF COLLABORATION NETWORK STRUCTURE VERSUS LEARNING RATES IN NEW SOFTWARE DEVELOPMENT

This study explores whether characteristics of the collaboration structure in software development teams affect development learning rates, with a secondary goal of testing product complexity as a moderator. We develop suitable hypotheses under the theoretical lens of cognitive load theory. The empirical study uses archival data on an ordinary least squares model to find significant associations between collaboration structure, product complexity and the learning rates exhibited by 230 development teams producing open source software. Results show two distinct subgroups of projects: The first subgroup exhibits an average 78% learning rate, and the other subgroup “unlearned”, i.e., productivity deteriorated over time instead of improved. In the learning subgroup, collaboration network density negatively impacted learning, while product complexity interacted with collaboration network centralisation and boundary spanning activity. In the unlearning subgroup, only network density impacted learning rates and no moderating effects were found. Practical implications and future opportunities for research are discussed.

The impact of social networks on leadership behaviour

Dominant streams in leadership literature conceptualise it either as a role within sociopolitical structure or as a behavioural predisposition of agents. Leadership roles are determined by decisional power, most typically related to the hierarchical and structural position of agents within sociopolitical networks. Limitations in attaining meaningful predictions of leader potential can be related to the separation of leadership as an agency attribute from leaders as structurally embedded agents. Social network analysis allows for the contingent examination of both. In this article, a number of hypotheses are tested via an empirical case study where interaction and affiliation networks across multiple decision experiments are coupled with attribute and psychometric data of the actors. In this quasi-experimental setting, leadership emergence is studied among four groups of undergraduate students faced with a decision choice in an iterative political simulation game. Findings suggest that in egalitarian political systems, centrality in social networks is directly associated with political success, while in political systems imbued with power inequalities successful actors are idiocentric brokers. Methodologically, this study frames role simulation games as quasi-experimental tests. Group interactions can be controlled, but vitally also incorporated in studies of perceptions, behaviours and group outcomes. The use of attitudinal micro-surveys, psychometric tests, observation and relational surveys is combined for a comprehensive mapping of group dynamics suited to questions of agency. In conclusion, there are a number of insights offered on deploying these methods in tandem and the challenges inherent in such a research design.

Seeing and Being Seen: Predictors of Accurate Perceptions about Classmates' Relationships

This study examines predictors of observer accuracy (i.e. seeing) and target accuracy (i.e. being seen) in perceptions of classmates' relationships in a predominantly African American sample of 420 second through fourth graders (ages 7 - 11). Girls, children in higher grades, and children in smaller classrooms were more accurate observers. Targets (i.e. pairs of children) were more accurately observed when they occurred in smaller classrooms of higher grades and involved same-sex, high-popularity, and similar-popularity children. Moreover, relationships between pairs of girls were more accurately observed than relationships between pairs of boys. As a set, these findings suggest the importance of both observer and target characteristics for children's accurate perceptions of classroom relationships. Moreover, the substantial variation in observer accuracy and target accuracy has methodological implications for both peer-reported assessments of classroom relationships and the use of stochastic actor-based models to understand peer selection and socialization processes.

Effect of Knowledge Leadership on Knowledge Sharing in Engineering Project Design Teams: The Role of Social Capital

Knowledge sharing is a precondition for engineering project design teams to achieve an efficient design; however, designers are not always willing to share knowledge with other team members. To improve knowledge sharing, this article investigates the effect of knowledge leadership on knowledge sharing in engineering project design teams by examining the role of social capital. Our results show a significant indirect effect of knowledge leadership on knowledge sharing through the mediating role of social capital. Therefore, effective knowledge sharing depends on knowledge leaders to develop a share vision, and promote a trustworthy and collaborative environment for designers.

The Analysis of Multilevel Networks in Organizations

Studies of social networks in organizations confront analytical challenges posed by the multilevel effects of hierarchical relations between organizational subunits on the presence or absence of informal network relations among organizational members. Conventional multilevel models may be usefully adopted to control for generic forms of non-independence between tie variables defined at multiple levels of analysis. Such models, however, are unable to identify the specific multilevel dependence mechanisms generating the observed network data. This is the basic difference between multilevel analysis of networks and the analysis of multilevel networks. The aim of this article is to show how recently derived multilevel exponential random graph models (MERGMs) may be specified and estimated to address the problems posed by the analysis of multilevel networks in organizations. We illustrate our methodological proposal using data on hierarchical subordination and informal communication relations between top managers in a multiunit industrial group. We discuss the implications of our results in the broader context of current theories of organizations as connected multilevel systems.

What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations?

In this article, we provide a brief review of the current and past research on leadership perceptions and performance. We then describe four principles that have emerged from many decades of research, which can provide new directions for future leadership theory and research.

Putting the “We” in Leadership: Continuing the Dialogue to Advance Our Science and Practice

This article addresses the insightful and diverse commentaries received regarding our focal article examining collectivistic leadership approaches from both a scientific and practical perspective. In our response, we attend to four emergent themes: the interdisciplinary and historic nature of collectivistic approaches to leadership, the need for studying the nature of collectivistic leadership as a unique phenomenon, the benefits and vulnerabilities associated with this leadership perspective, and the importance of understanding from a holistic perspective what influences collectivistic leadership and how to develop it. For each theme, we integrate feedback from the commentaries and provide our perspective in terms of how to continue the dialogue on collectivistic leadership for scientific and practical advancement.

Global networks and global change-induced tipping points

The existence of "tipping points" in human-environmental systems at multiple scales-such as abrupt negative changes in coral reef ecosystems, "runaway" climate change, and interacting nonlinear "planetary boundaries"-is often viewed as a substantial challenge for governance due to their inherent uncertainty, potential for rapid and large system change, and possible cascading effects on human well-being. Despite an increased scholarly and policy interest in the dynamics of these perceived "tipping points," institutional and governance scholars have yet to make progress on how to analyze in which ways state and non-state actors attempt to anticipate, respond, and prevent the transgression of "tipping points" at large scales. In this article, we use three cases of global network responses to what we denote as global change-induced "tipping points"-ocean acidification, fisheries collapse, and infectious disease outbreaks. Based on the commonalities in several research streams, we develop four working propositions: information processing and early warning, multilevel and multinetwork responses, diversity in response capacity, and the balance between efficiency and legitimacy. We conclude by proposing a simple framework for the analysis of the interplay between perceived global change-induced "tipping points," global networks, and international institutions.

Team knowledge representation: a network perspective

OBJECTIVE

We propose a network perspective of team knowledge that offers both conceptual and methodological advantages, expanding explanatory value through representation and measurement of component structure and content.

BACKGROUND

Team knowledge has typically been conceptualized and measured with relatively simple aggregates, without fully accounting for differing knowledge configurations among team members. Teams with similar aggregate values of team knowledge may have very different team dynamics depending on how knowledge isolates, cliques, and densities are distributed across the team; which members are the most knowledgeable; who shares knowledge with whom; and how knowledge clusters are distributed.

METHOD

We illustrate our proposed network approach through a sample of 57 teams, including how to compute, analyze, and visually represent team knowledge.

RESULTS

Team knowledge network structures (isolation, centrality) are associated with outcomes of, respectively, task coordination, strategy coordination, and the proportion of team knowledge cliques, all after controlling for shared team knowledge.

CONCLUSION

Network analysis helps to represent, measure, and understand the relationship of team knowledge to outcomes of interest to team researchers, members, and managers. Our approach complements existing team knowledge measures.

APPLICATION

Researchers and managers can apply network concepts and measures to help understand where team knowledge is held within a team and how this relational structure may influence team coordination, cohesion, and performance.