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

By Ajay Mehra, Andrea L. Dixon, Daniel J. Brass, Bruce Robertson. Organ. Sci., 2006

513 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0e0492703a7012e78815a87f715f4d13a2ede93d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Mo Wang
2. Le Zhou
3. Jooho Lee
4. Soonhee Kim
5. Junqi Shi
6. Vijaya Venkataramani
7. Martin Gargiulo
8. Charles Galunic

In Organizational Behavior and Human Resource Management

1. Mo Wang
2. Junqi Shi
3. Son K. Lam
4. S. Seibert
5. Le Zhou
6. Florian Kraus
7. Jooho Lee
8. Soonhee Kim

Citations in the corpus

• Linking Developmental Experiences to Leader Effectiveness and Promotability: The Mediating Role of Leadership Self‐Efficacy and Mentor Network (2017, background): “, Brass & Burkhardt, 1992, 1993), a positive reputation for leadership, (Balkundi et al., 2011; Kilduff & Krackhardt, 1994; Mehra et al., 2006), and the ability to establish effective working relationships with subordinates (Sparrowe & Liden, 2005; Venkataramani et al.”
• Social networks and employee voice: The influence of team members' and team leaders' social network positions on employee voice (2016, background): “In line with recent research that has documented the various benefits associated with leaders’ embeddedness in the informal social networks of their teams (e.g., Balkundi, Barsness, & Michael, 2009; Balkundi & Harrison, 2006; Mehra et al., 2006), we suggest that leaders’ positions in the team networ”
• Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance (2014, unknown): “Indeed, evidence from both the laboratory (Shaw, 1964) and the field (e.g., Mehra et al., 2006) suggests that team members tend to be more satisfied in densely connected networks.”
• The Positive Externalities of Social Capital: Benefiting from Senior Brokers (2012, background): “Mehra et al. (2006) found that leaders who were well connected (central) enjoyed stronger reputations as leaders.”
• Exploring the Role of Social Networks in Affective Organizational Commitment: Network Centrality, Strength of Ties, and Structural Holes (2011, background): “We suggest that future studies consider expressive ties such as friendship or advice relations (e.g., Mehra et al., 2006; Mossholder et al., 2005) and engagement in internal (e.g., Oh et al., 2004) and external social events (Moynihan & Pandey, 2008) as alternative measures for tie strength.”
• Performance Impact of Middle Managers' Adaptive Strategy Implementation: the Role of Social Capital (2014, background): “This advisorship nomination reflects the prestige of being knowledgeable in the management network (e.g., Freeman, 1979; Mehra et al., 2006).”