search query: @author Kilduff, M. / total: 8
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| Author: | Mehra, A. Kilduff, M. Brass, D. J. |
| Title: | The Social Networks of High and Low Self-monitors: Implications for Workplace Performance |
| Journal: | Administrative Science Quarterly
2001 : MAR, VOL. 46:1, p. 121-146 |
| Index terms: | NETWORKS ORGANIZATION WORKING CONDITIONS WORK ANALYTICAL REVIEW |
| Language: | eng |
| Abstract: | This article examines how different personality types create and benefit from social networks in organizations. Using data from a 116-member high-technology firm, the authors tested how self-monitoring orientation and network position related to work performance. First, chameleon-like high self-monitors were more likely than true-to-them-selves low self-monitors to occupy central positions in social networks. Second, for high (but not for low) self-monitors, longer service in the organization related to the occupancy of strategically advantageous network positions. Third, self-monitoring and centrality in social networks independently predicted individuals' workplace performance. The results paint a picture of people shaping the networks that constrain and enable performance. |
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