Advertisement

Quality & Quantity

, Volume 48, Issue 4, pp 1853–1865 | Cite as

Leaders emergence in artificial populations: the role of networks

  • Arianna Dal Forno
  • Ugo MerloneEmail author
Article

Abstract

Social networks can be viewed as graphs in their basic form, but many networks of interest include positive and negative affect relations among nodes. The structural balance theory originally developed by Heider suggests how nodes may locally modify their relationships to maintain a sort of balance within sets of nodes. We analyze a model of leadership emergence in a social network and extend it by introducing structural balance among members when modeling the attitude toward the leader. This approach takes into account some of the mutual relationships among co-workers, including the adaptation process to achieve the balance. This component helps to explore differently the bounded rationality of agents when interacting, and prove the difficulty of finding a rapid and smooth covergent path to a social stable equilibrium.

Keywords

Leadership Balanced network Bounded rationality 

References

  1. Aamodt, M.G.: Applied Industrial/Organizational Psychology, 4th edn. Thomson Wadsworth, Belmont (2004)Google Scholar
  2. Ambrose, M.L., Cropanzano, R.: A longitudinal analysis of organizational fairness: An examination of reactions to tenure and promotion decisions. J. Appl. Psychol. 88(2), 268–275 (2003)Google Scholar
  3. Banks, J., Carson, J.S., Nelson, B.L., Nicol, D.M.: Discrete-Event System Simulation, 4th edn. Pearson Prentice Hall, Upper Saddle River (2005)Google Scholar
  4. Bennis, W.G.: Leadership theory and administrative behavior: the problem of authority. Adm. Sci. Q. 4(3), 259–301 (1959)CrossRefGoogle Scholar
  5. Cook, T.D., Flay, B.R.: The persistence of experimentally induced attitude change. In: Berkowitz, L. (ed.) Advances in Experimental Social Psychology, pp. 1–57. Academic Press, New York (1978)Google Scholar
  6. Cropanzano, R., Schminke, M.: Using social justice to build effective work groups. In: Turner, M.E. (ed.) Groups at Work: Theory and Research, pp. 143–171. Lawrence Erlbaum Associates, Mahwah (2001)Google Scholar
  7. Cross, R., Parker, A.: The Hidden Power of Social Networks. Harvard Business School Press, Boston (2004)Google Scholar
  8. Dal Forno, A., Merlone, U.: In: Laroque, C., Himmelspach, J., Pasupathy, R., Rose, O., Uhrmacher, A.M. (eds.), Proceedings of the 2012 Winter Simulation Conference (2012)Google Scholar
  9. Dal Forno, A., Merlone, U.: In: Proceedings of the First World Congress on Social Simulation, (Kyoto, 2006), vol. 2, pp. 377–383Google Scholar
  10. Dal Forno, A., Merlone, U.: From classroom experiments to computer code. J. Artif. Soc. Soc. Simul. 7(3), (2004) http://jasss.soc.surrey.ac.uk/7/3/2.html
  11. Dal Forno, A., Merlone, U.: The emergence of effective leaders: An experimental and computational aproach. Emergence 8(4), 36–51 (2006)Google Scholar
  12. Fishbein, M., Ajzen, I.: Belief, attitude, intention, and behavior: An introduction to theory and research. Addison-Wesley, Reading (1975)Google Scholar
  13. Fishbein, M., Ajzen, I.: On construct validity: A critique of Minard and Cohen’s paper. J. Exp. Soc. Psychol. 17, 340–350 (1981)Google Scholar
  14. Heider, F.: Attitudes and cognitive organization. J. Psychol. 21, 107–112 (1946)CrossRefGoogle Scholar
  15. Ibarra, H., Hunter, M.: How leaders create and use networks. Harv. Bus. Rev. 85, 40–47 (2007)Google Scholar
  16. Matsumoto, A., Merlone, U., Szidarovszky, F.: Appl. Econ. Lett. DOI: 10.1080/13504851.2011.570705 (2011)
  17. Osgood, C.E., Tannenbaum, P.H.: The principle of congruity in the prediction of attitude change. Psychol. Rev. 62, 42–55 (1955)CrossRefGoogle Scholar
  18. Petty, R.E., Cacioppo, J.T.: Attitudes and Persuasion: Classic and Contemporary Approaches. Westview Press, Boulder (1996)Google Scholar
  19. Press, V.H., Teukolsky, S.A., Vetterling, W.T., Flannerly, B.: Numerical Recipes, 4th edn. Cambridge University Press, Cambridge (2007)Google Scholar
  20. Simon, H.A.: Models of Man: Social and Rational. Wiley, New York (1957)Google Scholar
  21. Tirole, J.: The Theory of Industrial Organization. MIT Press, Cambridge (1988)Google Scholar
  22. Wasserman, S., Faust, K.: Social Network Analysis. Cambridge University Press, Cambridge (1999)Google Scholar
  23. Yukl, G.: Leadership in Organizations. Prentice Hall, Englewood Cliffs (2001)Google Scholar

Copyright information

© Springer Science+Business Media Dordrecht 2013

Authors and Affiliations

  1. 1.Department of Economics “Cognetti de Martiis”University of TorinoTorinoItaly
  2. 2.Department of PsychologyUniversity of TorinoTorinoItaly

Personalised recommendations