A Model of Instrumental Networks: The Roles of Socialized Charismatic Leadership and Group Behavior

Paul Varella (), Mansour Javidan () and David A. Waldman ()
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Paul Varella: Bissett School of Business, Mount Royal University, Calgary, Alberta T3E 6K6, Canada
Mansour Javidan: Thunderbird School of Global Management, Glendale, Arizona 85306
David A. Waldman: W. P. Carey School of Business, Arizona State University, Phoenix, Arizona 85069

Organization Science, 2012, vol. 23, issue 2, 582-595

Abstract: This article introduces a model of the development of instrumental networks inside organizational groups. We provide a theoretical framework and empirically test a series of hypotheses pertaining to the relationships between socialized charismatic leadership (SCL) and its consequences in terms of cooperative and sanctioning group behavior. We then examine whether these behaviors predict the density of instrumental networks inside groups and, consequently, their performance. Our findings, based on assessments of 70 group leaders and their approximately 500 subordinates, colleagues, and supervisors, show that SCL is associated with heightened levels of cooperation and lower levels of sanctioning in groups. Cooperation, in turn, is associated with the instrumental network density of the group. Our findings also demonstrate that under conditions of physical proximity, instrumental network density predicts group performance. The study provides an understanding of group social psychological processes in relation to the development of instrumental networks inside organizational groups.

Keywords: group processes and performance; social networks; organization and management theory; group structure; psychological processes; organizational leadership (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (7)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:23:y:2012:i:2:p:582-595

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