嵌入性
心理信息
友谊
跨越边界
心理学
共同领导
感知
社会心理学
公共关系
社会学
领导风格
政治学
知识管理
法学
社会科学
计算机科学
神经科学
梅德林
作者
Zhiya Guo,Ralph Heidl,John R. Hollenbeck,Andrew Yu,Michael Howe
摘要
Organizations have recognized that effective informal leadership is a source of competitive advantage and invest heavily in leadership development efforts. Moreover, because of historical shifts in the nature of work, this informal leadership often takes the form of inter-unit boundary spanning. Because of these two developments, discretionary boundary spanning (DBS) between units has increasingly become a critical, dynamic, bottom-up activity where individuals lacking formal authority step up and take on informal leadership responsibilities. In this study, we draw upon Simmelian Tie Theory (STT) to examine the relationship between different types of DBS and formal leaders' perceptions of a subordinate's informal leadership and performance. We empirically document that a small number of closed task-oriented and closed friendship-oriented DBSs are instrumental in helping individuals demonstrate informal leadership. However, we also show that DBS places constraints on informal leadership when closed ties become too numerous. This results in an inverted-U relationship between the number of closed DBS ties and perceptions of leadership where the apex (i.e., point of over-embeddedness) emerges at a smaller number for friendship-oriented DBS relative to the apex for task-oriented DBSs. We discuss the theoretical implications of these results, as well as the practical implications for managers of organizations. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
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