The social networks of high and low self-monitors: Implications for workplace performance

• 成果类型: Article
• 署名作者: Mehra, A; Kilduff, M; Brass, DJ
• 署名单位: University System of Ohio; University of Cincinnati; Pennsylvania Commonwealth System of Higher Education (PCSHE); Pennsylvania State University; Pennsylvania State University - University Park; University of Kentucky
• 刊物名称: ADMINISTRATIVE SCIENCE QUARTERLY
• ISSN/ISSBN: 0001-8392
• DOI: 10.2307/2667127
• 发表日期: 2001
• 页码: 121-146
• 关键词: structural-analysis; COMMUNICATION; personality; turnover; IMPACT; POWER; work; TIES; ORGANIZATIONS; centrality

摘要

This article examines how different personality types create and benefit from social networks in organizations. Using data from a 116-member high-technology firm, we tested how self-monitoring orientation and network position related to work performance. First, chameleon-like high self-monitors were more likely than true-to-themselves 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.