Advertisement

Leadership and Social Media or About Hubs and Connectors: Useful Information and Meanings in the Selection Process of Potential Leaders

  • Adela Coman
  • Ana-Maria Grigore
Conference paper
Part of the Lecture Notes in Computer Science book series (LNCS, volume 10913)

Abstract

Social media and social network sites (SNSs) in particular are a response to the ever-changing, increasingly connected world – a world that needs more and more learning and collaboration to solve complex problems. In this context, the role played by leaders in organizations also changes. Despite the many studies published about leaderships, too little is known about the way we can use social networks in discovering/identifying potential leaders. So far we have been able to classify networks (Borgatti and Foster 2003; Plastrik and Taylor 2006), to define leadership networks and to see how they work (Hoppe and Reinelt 2010), to discuss about the social influence of leaders on followers, as well as the active way in which the followers, in their turn, influence leaders, particularly their behavior (Burak and Bashshur 2013). Much has been discussed about the skills leaders need to have (Mumford et al. 2007) on various hierarchical levels within the organization, but there is still no study on how we could identify these leadership skills by using social network sites (SNSs).

Our research is qualitative. We aim to analyze the skills leaders need – cognitive, interpersonal, entrepreneurial and strategic skills – and the way these can be identified in social networking, mainly using observation and surveys as methods of research. The paper is organized as follows: in the first part we discuss the basic concepts of the network theory (Barabasi 2002), leadership (Maxwell 1991), skills (Mumford et al. 2007) and influence (Cocheci 2017). In the second part, we present four concrete cases of identifying leadership skills within and with the help of social network sites, namely of the information gathered and interpreted by us, according to the specialized literature. The subjects we chose are leaders of four large companies in Romania who allowed us to access their SNSs and answered our questions during interviews organized on this occasion. The purpose of these interviews was to outline some types of desirable/undesirable behaviors in specific situations (access to and distribution of information; direct or indirect interaction with third parties; attract material and/or financial resources; formulate a vision; identify problems and consequences, objective assessment of situations and people).

The outcome of the whole work could be a model that can form the basis of a useful methodology for human resource departments, as well as for the head-hunting companies interested in finding people with leadership skills and potential.

Keywords

Leadership Social media Skills Hubs Connectors 

References

  1. Balan, M.: Organizatiile cu lideri eficiente au sanse de 13 ori mai mari sa depaseasca rezultatele competitorilor: Oameni si bani. RevistaCariere, p. 15, martie 2017. www.cariereonline.ro/leadership/
  2. Barabasi, A.-L.: Linked: The New Science of Networks. Perseus Publishing, Cambridge (2002)Google Scholar
  3. Bennis, W.: On Becoming a Leader. Basic Books (2013)Google Scholar
  4. Borgatti, S.P., Foster, P.C.: The network paradigm in organizational research: a review and typology. J. Manag. 29(6), 991–1013 (2003).  https://doi.org/10.1016/50149-2063(03)00087-4CrossRefGoogle Scholar
  5. Burak, O.C., Bashshur, M.R.: Followership, leadership and social influence. Leadersh. Q. 24(6), 919–934 (2013)CrossRefGoogle Scholar
  6. Capgemini Consulting: Digital Transformation Review no.1/2011 (2011). https://capgemini.com/consulting
  7. Cocheci, H.: Poate HR sa influenteze cu adevarat leadership-ul organizatiei? Revista HR Manager, September 2017. https://hrmanageronline.ro/
  8. Connelly, M.S., Gilbert, J.A., Zaccaro, S.J., Threlfall, K., Marks, M.A., Mumford, M.D.: Exploring the relationships of leadership skills and knowledge to leader performance. Leadersh. Q. 11, 65–86 (2000)CrossRefGoogle Scholar
  9. Deiser, R., Newton, S.: Six Social Media Skills Every Leader Needs. McKinsey Q. (2013). https://mckinsey.com/industries/high-tech/
  10. Dicu, L.: Surprinzator sau nu, liderii de succes fac lucrurile diferit. Revista Cariere, ianuarie (2015). https://www.cariereonline.ro/leadership/surprinzator-sau-nu-liderii-de-succes-fac-lucrurile-diferit
  11. Garelli, S.: Un líder adevarat intra in lumea interioara a celor pe care ii conduce. Rev. Cariere 241, 72–73 (2017)Google Scholar
  12. Gillen, D.J., Carroll, S.J.: Relationships of managerial ability to unit effectiveness in more organic versus more mechanistic departments. J. Manag. Stud. 22, 668–676 (1985)CrossRefGoogle Scholar
  13. Gladwell, M.: The Tipping Point: How Little Things Can Make a Big Difference. Back Bay Books, New York (2002)Google Scholar
  14. Goleman, D.: Emotional Intelligence. Bantam Books, New York (1995)Google Scholar
  15. Griffith, J., Connelly, S., Thiel, C., Johnson, G.: How outstanding leaders lead with affect: an examination of charismatic, ideological, and pragmatic leaders. Leadersh. Q. 26, 502–517 (2015)CrossRefGoogle Scholar
  16. Griffin, R.W.: Fundamentals of Management. Houghton Mifflin, New York (2006)Google Scholar
  17. Hibbert, P., Cunliffe, A.L.: The philosophical basis of leadership-as-practice from a hermeneutical perspective. In: Raelin, J.A. (ed.) Leadership as Practice: Theory and Application. Routledge/Taylor and Francis, New York (2016)Google Scholar
  18. Hoppe, B., Reinelt, C.: Social network analysis and the evaluation of leadership networks. Leadersh. Q. 21(4), 600–619 (2010)CrossRefGoogle Scholar
  19. Kanungo, R.N., Misra, S.: Managerial resourcefulness: a reconceptualization of management skills. Hum. Relat. 45, 1311–1331 (1992)CrossRefGoogle Scholar
  20. Katz, R.L.: Skills of an effective administrator. Harv. Bus. Rev. 52, 90–102 (1974)Google Scholar
  21. Keller, R.T.: Transformational leadership, initiating structure and substitutes for leadership: a longitudinal study of research and development project team performance. J. Appl. Psychol. 81, 202–210 (2006)CrossRefGoogle Scholar
  22. Krahnke, K., Clinebell, S., Wanasika, I.: Wisdom of a Leader. In: Marques, J., Dhiman, S. (eds.) Leading Spiritually. Palgrave Macmillan, New York (2014)Google Scholar
  23. Kristof, A.L.: Person-organization fit: an integrative review of its conceptualizations, measurement and implications. Pers. Psychol. 49, 1–49 (1996)CrossRefGoogle Scholar
  24. Maak, T., Pless, N.M.: Business leaders as citizens of the world. advancing humanism on a global scale. J. Bus. Ethics 88(3), 537–550 (2009)CrossRefGoogle Scholar
  25. Marta, S., Leritz, L.E., Mumford, M.D.: Leadership skills and group performance: situational demands, behavioral requirements and planning. Leadersh. Q. 16, 97–120 (2005)CrossRefGoogle Scholar
  26. Milward, H., Brinton, P., Provan, S., Keith, G.: A Manager’s Guide to Choosing and Using Collaborative Networks. IBM Center for the Business of Government (2000)Google Scholar
  27. Ma, J.: Jack Ma’s Keys to Success: Technology, Women, Peace and Never Complain (2018). https://www.youtube.com/watch?v=-nSbkywGf-E
  28. Mahoney, F.I., Barthel, D.W.: Functional evaluation: the Barthel index. Md State Med. J. 14, 61–65 (1965)Google Scholar
  29. Manoilescu, M.: Tendintele tinerei generatii. Bucuresti: revista Lumea noua (1933)Google Scholar
  30. Marks, M.A., Mathieu, J.E., Zaccaro, S.J.: A temporally based framework and taxonomy of team processes. Acad. Manag. Rev. 26(3), 356–376 (2001).  https://doi.org/10.2307/259182CrossRefGoogle Scholar
  31. Matei, M.: Antreprenorii vorbesc. Barometrul antreprenoriatului romanesc 2013 (2014). https://www.eyromania.ro/2014/
  32. Maxwell, J.C.: Cele 21 de legi fundamentale ale leadership-ului, Almateea, Bucuresti (1991)Google Scholar
  33. Maxwell, J.C.: The 21 Irrefutable Laws of Leadership. Amalteea, Bucharest (2002)Google Scholar
  34. May, D.R., Chan, A.Y.L., Hodges, T.D., Avolio, B.J.: Developing the moral component of authentic leadership. Organ. Dyn. 32, 247–260 (2003)CrossRefGoogle Scholar
  35. Minzberg, H.: The Nature of Managerial Work. Harper & Row, New York (1973)Google Scholar
  36. Mumford, M.D., Schultz, R.A., Van Doorn, J.R.: Performance in planning: processess, requirements and errors. Rev. Central Psychol. 5, 213 (2001)Google Scholar
  37. Mumford, M.D., Marks, M.A., Connelly, M.S., Zaccaro, S.J., Reiter-Palmon, R.: Development of leadership skills: experience and timing. Leadersh. Q. 11, 87–114 (2000)CrossRefGoogle Scholar
  38. Mumford, M.D., Troy, V., Campion, M.A., Morgeson, F.P.: The leadership skills strataplex: leadership skill requirements across organizational levels. Leadersh. Q. 18, 154–166 (2007).  https://doi.org/10.1016/j.leaqua.2007.01.005CrossRefGoogle Scholar
  39. Mumford, M.D., Todd, E.M., Higgs, C., McIntosh, T.: Cognitive skills and leadership performance: the nine critical skills. Leadersh. Q. 28, 24–39 (2017)CrossRefGoogle Scholar
  40. Neagu, A.: Raport al Comisiei Europene: Romania, pe ultimul loc in UE la cheltuielile pentru sanatate pe cap de locuitor (2017). https://www.hotnews.ro/stiri-esential-22141266
  41. Plastrik, P., Taylor, M.: Net Gains: A Handbook for Network Builders Seeking Social Change. Version I.0 (2006). https://networkimpact.org/
  42. Roseti, R.: Intre consum si comportament: Situatia dezvoltarii domeniului digital in Romania. Revista Cariere, octombrie 2017Google Scholar
  43. Rooney, D., McKenna, B., Liesch, P.: Wisdom and Management in the Knowledge Economy. Routledge, New York (2010)Google Scholar
  44. Studiu EY: 53% dintre liderii companiilor din Romania sunt prezenti pe retelele de socializare, iar cei mai multi prefera platforma Linkedin (2015). https://rbd.doingbusiness.ro/
  45. Tourish, D.: Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory. Leadership 10, 79–98 (2014)CrossRefGoogle Scholar
  46. Winter, D.G.: Responsibility. In: Smith, C.P. (ed.) Motivation and Personality: Handbook of Thematic Content Analysis, pp. 500–511. Cambridge University Press, Cambridge (1992)CrossRefGoogle Scholar
  47. Young, I.M.: Responsibility and global justice: a social connection model. Soc. Philos. Policy 23, 102–130 (2006)CrossRefGoogle Scholar
  48. Young, I.M.: Responsibility for Justice. Oxford University Press, New York (2011)CrossRefGoogle Scholar
  49. Yukl, G.: Managerial leadership: a review of theory and research. J. Manag. 15, 251–289 (1989).  https://doi.org/10.1177/014920638901500207CrossRefGoogle Scholar
  50. Zaccaro, S.J., Rittman, A.L., Marks, M.A.: Team leadership. Leadersh. Q. 12, 451–483 (2001)CrossRefGoogle Scholar

Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  1. 1.The University of BucharestBucharestRomania

Personalised recommendations