Managing personal networks: An examination of how high self-monitors achieve better job performance |
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Authors: | Song Wang Qiongjing Hu Bowen Dong |
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Affiliation: | 1. Department of Business Administration, School of Management, Zhejiang University, Hangzhou, Zhejiang 310058, China;2. Department of Organization and Management, Guanghua School of Management, Peking University, Beijing 100871, China |
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Abstract: | Structural holes are important network structures that have positive implications for individuals' job performance. Although the emergence of structural holes is closely related to self-monitoring, little is known about how chameleon-like high self-monitors manage to occupy brokerage positions. We posited that leader–member exchange (LMX) quality and network diversity might serve as two important mediating paths through which self-monitoring links to structural holes and sequential job performance. Using structural equation modelling to analyse 10 department networks, we found that high self-monitors were more likely to build high-quality LMX relationships and diversified co-worker networks, which helped to enhance structural holes and job performance. Theoretical contributions and managerial implications are discussed. |
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Keywords: | Self-monitoring Leader&ndash member exchange Network diversity Structural holes Job performance |
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