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FrontPage

Page history last edited by Claire Reinelt 13 years, 3 months ago

Welcome to our living bibliography on leadership networks.

This site is maintained by Bruce Hoppe, Founder and President of Connective Associates LLC and Claire Reinelt, Research and Evaluation Director of the Leadership Learning Community

Additional resources are described in this annotated bibliography of social network analysis.

Here is a free online network survey tool you can use to run your own network mapping project.

 

Leadership in Network Organizations and Society

 

 

 

 

 

Inter-Organizational, Community and Policy Leadership Networks

  • Building Smart Communities Through Network Weaving. By Valdis Krebs and June Holley
    • An accessible introduction about how to map and analyze inter-organizational and community networks. This paper describes the process and tasks for network-weaving. Research is based on work with the Appalachian Center for Economic Networks (ACEnet).

 

  • Lawrence Community Works: Using the Power of Networks to Restore a City. Peter Plastrick and Madeline Taylor. (2004). Barr Foundation.
    • An interesting story about how Lawrence Community Works (a networking organization in an immigrant city north of Boston) connected, networked and developed the leadership of residents to become change agents in their community. The paper introduces the term “open architecture” to describe the organization and provides guidance on how to map and intentionally build networks.

 

 

 

 

 

Learning and Knowledge Leadership Networks

 

 

 

Network Models of Collective Action

  • The Structure and Dynamics of Movement Participation.  By Hyojoung Kim and Peter Bearman (American Sociological Review, 1997, Vol. 62, Feburary, pp. 70-93)

         

Good Overviews of Social Capital and Social Networks

 

Current Research on Leadership Networks

 

  • Leadership Development research initiative at Network Roundtable, UVA
    • Current roundtable research projects include:
    • Client Connectivity: Generating Value at the Client Interface with Network Analysis
    • Innovation: Driving Innovation and Top Line Revenue Growth with a Network Perspective
    • Leadership Development: Enhancing Leadership Effectiveness and Resilience via Network Management
    • Organizational Change: Facilitating Large Scale Change with a Network Perspective
    • Well-Being at Work: Promoting Employee Well-Being through Relational Constellations at Work
    • Communities of Practice: Assessing and Supporting Communities of Practice with Network Analysis

 

More Advanced Reading on Individual and Organizational Leadership Networks

 

  • Making Invisible Work Visible:Using Social Network Analysis to Support Strategic Collaboration. By R. Cross, S.P. Borgatti, and A. Parker. (Winter 2002). California Management Review, 44:2, 25-42.

 

 

  • Bringing the individual back in: A structural analysis of the internal market for reputation in organizations. By Kilduff, M., & Krackhardt, D. (1994). Academy of Management Journal, 37, 87-108.

 

 

 

 

 

Additional entries of interest from Balkundi's bibliography

 

  • Balkundi, P., & Harrison, D. (2005). Ties, leaders, and time in teams: Strong inference about network structure's effects on team viability and performance. Academy of Management Journal. In press.

 

  • Brass, D. J. (1984). Being in the right place: A structural analysis of individual influence in an organization. Administrative Science Quarterly, 29, 518-539.

 

  • Brass, D. J. (1985). Men's and women's networks: A study of interaction patterns and influence in organizations. Academy of Management Journal, 28, 327-343.

 

  • Brass, D. J. (1992). Power in organizations: A social network perspective. In G. Moore & J. A. Whitt (Eds.), Research in politics and society (pp. 295-323). Greenwich, CT: JAI Press.

 

  • Burt, R., & Ronchi, D. (1990). Contested control in a large manufacturing plant. In J. Weesie & H. D. Flap (Eds.), Social networks through time (pp. 127-157). Utrecht: Isor.

 

  • Dansereau, F. (1995). A dyadic approach to leadership: Creating and nurturing this approach under fire. Leadership Quarterly, 6, 479-490.

 

  • Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46 -78.

 

  • Eden, D., &, & Leviatan, U. (1975). Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales. Journal of Applied Psychology, 60, 736-741.

 

  • Mayo, M. C., Meindl, J. R., & Pastor, J. C. (2003). Shared leadership in work teams: A social network approach. In C. Pierce & J. Conger (Eds.), Shared leadership: Reframing the hows and whys of leadership (pp. 193-214).Thousand Oaks, CA: Sage.

 

  • Mehra, A., Dixon, A. L., Robertson, B., & Brass, D. J. (2004). The social networks of leaders: Implications for group performance and leader reputation. Unpublished manuscript, Cincinnati: University of Cincinnati.

 

  • Sparrowe, R. T., & Liden, R. C. (2005). Two routes to influence: Integrating leader -member exchange and network perspectives. Administrative Science Quarterly. Forthcoming.

 

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