The Social Networks of High and Low Self-Monitors: Implications for Workplace Performance

By Ajay Mehra, Martin Kilduff, Daniel J. Brass. 2001

1,236 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Sociology and Political Science, Statistical and Nonlinear Physics

View Paper: https://www.semanticscholar.org/paper/fdfb6cd81134a7b9e8b920021f40a326f965b40c

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In Experimental and Cognitive Psychology

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Citations in the corpus

Personality and social networks in organizations: A review and future directions (2016, background): “Interestingly, in weak-tie networks, the interaction between selfmonitoring and tenure was different than in strong-tie networks (i.e., Mehra et al., 2001).”
EMOTION HELPERS: THE ROLE OF HIGH POSITIVE AFFECTIVITY AND HIGH SELF-MONITORING MANAGERS (2007, methodology): “” From these data, we constructed (following the example of previous research; Mehra et al., 2001), for both the friendship network and the workflow network, a (94 × 94) matrix with (ij) cell entries equal to 1 if i indicated a relationship to j and equal to 0 otherwise.”
The Effects of Critical Team Member Assertiveness on Team Performance and Satisfaction (2006, background): “Researchers suggest that the personality of individuals in specific network positions can influence outcomes at the team level (e.g., Ellis et al., 2005; Mehra et al., 2001).”
Stealthy Footsteps to the Boardroom: Executives' Backgrounds, Sophisticated Interpersonal Influence Behavior, and Board Appointments (2010, methodology): “…asked respondents to indicate shared memberships in professional and nonprofessional organizations; a survey measure of self-monitoring, using a shortened version of Snyder and Gangestad’s (1986) self-monitoring scale (Liden and Mitchell, 1988; cf. Mehra, Kilduff, and Brass, 2001) (alpha = .85).”
The Social Network Ties of Group Leaders: Implications for Group Performance and Leader Reputation (2006, background): “…that central positions in 64 informal social networks are related to constructs that are themselves related to leadership effectiveness, constructs such as individual influence (e.g., Brass 1984, Brass and Burkhardt 1992) and individual performance (e.g., Mehra et al. 2001, Sparrowe et al. 2001).”
Understanding individual behaviors within covert networks: the interplay of individual qualities, psychological predispositions, and network effects (2009, background): “This is a psychological basis for the “cognitive-cultural mechanisms” described by Milward and Raab (2006) as preserving meaning for dark networks in the face of disruption.”