MEHRA, Ajay
The social networks of high and low self-monitors : implications for workplace performance - 2001
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, chamaleon-like high self-monitors were more likely than true-to-them-selves 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 idependently predicted individuals workplace peformance. The results paint a pricture of people shaping the networks that constrain and enable performance
The social networks of high and low self-monitors : implications for workplace performance - 2001
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, chamaleon-like high self-monitors were more likely than true-to-them-selves 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 idependently predicted individuals workplace peformance. The results paint a pricture of people shaping the networks that constrain and enable performance
