Leadership of Organizational Networks: An Exploration of the Relationship between Leadership and Social Networks in Organizations
Viable and productive social networks in organizations result in many positive outcomes, thus, leaders should intentionally desire to build the strength of these networks. Traditional leadership approaches have tended to ignore the important role of organizational networks in leadership, yet leadership effectiveness in many organizations now hinges upon the leader’s ability to operate and lead within a networked context. This multiple-case study used social network analysis (SNA) and in-depth interviews to explore the attributes and behaviors that are related to acts of leadership and building viable, persistent organizational networks. A broad range of possible antecedents has been proposed in the literature—but most of the assumptions have been poorly explored until now. The findings of this study suggest that leaders can influence networks by understanding and employing the concepts of awareness, trust, and intentionality. The factors identified in this study are the first steps in helping leaders understand how to become network leaders.
||Social Networks, Organizational Networks, Social Network Analysis, Leadership, Network Leadership, SNA, Collaboration, ONA
International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 6, pp.19-32.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 1.142MB).
Alliance Executive, Healthcare and Life Sciences, Fort Worth, Texas, USA
Dan Novak has 31 years of experience at IBM in a variety of sales, international, and leadership roles, and he is currently an Alliance Executive in IBM’s Healthcare and Life Sciences division. He teaches a graduate-level marketing course in creativity and innovation at Texas Christian University and a graduate-level course in Human Resource Management at Texas Wesleyan University. His leadership interests include authentic and collaborative leadership, enabling effective virtual teams, building strong ecosystems, and acts of leadership that improve performance via organizational networks. He has published on leading virtual teams, leading organizational networks, and on servant leadership. He has presented at conferences in the U.S., Canada, and the U.K. on leadership and social networks. He holds a Ph.D. in Organizational Leadership from Regent University’s School of Global Leadership & Entrepreneurship, an MBA from the University of Dallas and a BBA from the University of North Texas.
Associate Professor, School of Global Leadership and Entrepreneurship, Regent University, Virginia Beach, Virginia, USA
Originally from Romania, Dr. Mihai C. Bocarnea came to Regent University in 1995 and currently serves as an associate professor in the School of Global Leadership & Entrepreneurship. He is an expert in the areas of communication, research methods, quantitative analysis and statistics. Dr. Bocarnea is a published author of such works as Teaching and Instruction Online: Conceptual Foundations and Practical Applications, Measurement in Organizational Behavior, Fear, Grief, and Sympathy Responses to the September 11 Attacks, Portrayals of Post-Communist Romania in United States Newspapers and Magazines and AIDS-Related Attitudes, Beliefs, and Communication Behavior Inventory. He has also presented at numerous academic conferences both in the U.S. and overseas in South Africa, india, Germany, South Korea, Italy, Israel, Canada and Romania. Dr. Bocarnea’s research interests include organizational communication, cross-cultural leadership, servant leadership, organizational change and pedagogy of online learning. Prior to his teaching career at Regent University, Dr. Bocarnea served as an Internet technology consultant, statistical analyst and consultant, principal researcher and software engineer. In addition to his current faculty position at Regent University, Dr. Bocarnea serves as research manager for CBN and a research analyst for various organizations in the U.S. and overseas.
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