One tie to capture advice and friendship: Leader multiplex centrality effects on team performance change.

Because leaders' authority is often insufficient to change team performance, formal team leaders seek informal influence through the occupation of central positions in social networks. Prior research focuses on leader centrality involving simplex ties, that is, either friendship or advice, to the neglect of multiplex ties that involve the overlap of friendship and advice. Friendship and advice ties offer different but complementary resources, so leader centrality in one but not the other network limits leader influence. We provide theory and evidence concerning how leader multiplex centrality affects team performance improvement, particularly if leaders are embedded in team social contexts with sparse friendship and numerous adversarial ties. The research context involved 84 ongoing public university service teams headed by formal leaders. Our results show the importance of leader multiplex centrality relative to leader simplex centrality. First, leader multiplex centrality predicted team performance change over a 2-year period more strongly than leader centrality in either the advice or the friendship team network. Second, leader multiplex centrality positively predicted team performance change for teams featuring dense adversarial networks or sparse friendship networks. It is not sufficient, therefore, for leaders to be either liked or regarded as expert. It is the integration of both advice and friendship in one tie between the leader and followers that facilitates performance change. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

The paradox of agency: Feeling powerful reduces brokerage opportunity recognition yet increases willingness to broker.

Research suggests positions of brokerage in organizational networks provide many benefits, but studies tend to assume everyone is equally able to perceive and willing to act on brokerage opportunities. Here we challenge these assumptions in a direct investigation of whether people can perceive brokerage opportunities and are willing to broker. We propose that the psychological experience of power diminishes individuals' ability to perceive opportunities to broker between people who are not directly connected in their networks, yet enhances their willingness to broker. In Study 1, we find that employees in a marketing and media agency who had a high sense of power were likely to see fewer brokerage opportunities in their advice networks. In Study 2, we provide causal evidence for this claim in an experiment where the psychological experience of power is manipulated. Those who felt powerful, relative to those who felt little power, tended to see fewer brokerage opportunities than actually existed, yet were more willing to broker, irrespective of whether there was a brokerage opportunity present. Collectively, these findings present a paradox of agency: Individuals who experience power are likely to underperceive the very brokerage opportunities for which their sense of agency is suited. (PsycINFO Database Record

Social network analysis: foundations and frontiers on advantage.

We provide an overview of social network analysis focusing on network advantage as a lens that touches on much of the area. For reasons of good data and abundant research, we draw heavily on studies of people in organizations. Advantage is traced to network structure as a proxy for the distribution of variably sticky information in a population. The network around a person indicates the person's access and control in the distribution. Advantage is a function of information breadth, timing, and arbitrage. Advantage is manifest in higher odds of proposing good ideas, more positive evaluations and recognition, higher compensation, and faster promotions. We discuss frontiers of advantage contingent on personality, cognition, embeddedness, and dynamics.

Centrality and charisma: comparing how leader networks and attributions affect team performance.

When leaders interact in teams with their subordinates, they build social capital that can have positive effects on team performance. Does this social capital affect team performance because subordinates come to see the leader as charismatic? We answered this question by examining 2 models. First, we tested the charisma-to-centrality model according to which the leader's charisma facilitates the occupation of a central position in the informal advice network. From this central position, the leader positively influences team performance. Second, we examined the centrality-to-charisma model according to which charisma is attributed to those leaders who are socially active in terms of giving and receiving advice. Attributed charisma facilitates increased team performance. We tested these 2 models in 2 different studies. In the first study, based on time-separated, multisource data emanating from members of 56 work teams, we found support for the centrality-to-charisma model. Formal leaders who were central within team advice networks were seen as charismatic by subordinates, and this charisma was associated with high team performance. To clarify how leader network centrality affected the emergence of charismatic leadership, we designed Study 2 in which, for 79 student teams, we measured leader networking activity and leader charisma at 2 different points in time and related these variables to team performance measured at a third point in time. On the basis of this temporally separated data set, we again found support for the centrality-to-charisma model.

The ripple effect of personality on social structure: self-monitoring origins of network brokerage.

Despite growing interest in social network brokerage, its psychological antecedents have been neglected. One possibility is that brokerage relates to self-monitoring personality orientation. High self-monitors, relative to low self-monitors, in adapting their self-presentations to the demands of different groups, may occupy positions as brokers between disconnected social worlds. For 162 Korean expatriate entrepreneurs in a Canadian urban area, the results showed that those high in self-monitoring tended to occupy direct brokerage roles within the Korean community--in terms of their direct acquaintances being unconnected with each other. Those high in self-monitoring also tended to occupy indirect brokerage roles--in terms of the acquaintances of their acquaintances being unconnected with each other. Finally, for recent arrivals, those high in self-monitoring tended to establish ties to a wider range of important non-Korean position holders outside the community. These results (which controlled for strongly significant effects of network size on individuals' brokerage within the community) suggest a ripple effect of self-monitoring on social structure and contribute to a clearer understanding of how personality relates to brokerage at different levels.