Hostname: page-component-cd9895bd7-gvvz8 Total loading time: 0 Render date: 2024-12-24T18:41:36.485Z Has data issue: false hasContentIssue false

Networks: The Way Forward for Collectivistic Leadership Research

Published online by Cambridge University Press:  07 January 2015

Dorothy R. Carter*
Affiliation:
Georgia Institute of Technology
Leslie A. Dechurch
Affiliation:
Georgia Institute of Technology
*
E-mail: [email protected], Address: School of Psychology, Georgia Institute of Technology, J. S. Coon Building, 654 Cherry Street, Atlanta, GA 30332

Abstract

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

The authors wish to acknowledge the following funding sources that contributed to the development of the ideas presented in this article: National Science Foundation Grants: SES-1219469 & SBE-1063901.

References

Balkundi, P. & Harrison, D. A. (2006). Ties, leaders, and time in teams: Strong inferences about network structure's effects on team viability and performance. Academy of Management Journal, 49, 4968. Google Scholar
Balkundi, P., & Kilduff, M. (2006). The ties that lead: A social network approach to leadership. The Leadership Quarterly, 17, 419439. Google Scholar
Bavelas, A. (1950). Communication patterns in task-oriented groups. The Journal of the Accoustical Society of America, 22, 725730. Google Scholar
Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50, 12171234. Google Scholar
Mehra, A., Smith, B. R., Dixon, A. L., & Robertson, D. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance. The Leadership Quarterly, 17, 232245. Google Scholar
Ripley, R., & Snijders, T. A. B. (2011). Manual for SIENA version 4.0. Oxford, England: University of Oxford, Department of Statistics, http://www.stats.ox.ac.uk/siena/ Google Scholar
Snijders, T. A. B. (2005). Models for longitudinal network data. In Carrington, P. J., Scott, J., & Wasserman, S. (Eds.), Models and methods in social network analysis (pp. 215247). New York, NY: Cambridge University Press. Google Scholar
Wasserman, S., & Faust, K. (1994). Social network analysis: Methods and applications. Cambridge, England: Cambridge University Press. Google Scholar
Yammarino, F. J., Salas, E., Serban, A., Shirreffs, K., & Shuffler, M. L. (2012). Collectivistic leadership approaches: Putting the “we” in leadership science and practice. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 382402.Google Scholar
Yukl, G. (1998). Leadership in organizations (4th ed.). Englewood Cliffs, NJ: Prentice Hall. Google Scholar