The Social Networks of High and Low Self-Monitors: Implications for Workplace Performance
研究了一家高科技公司116名员工的数据，发现高自我监控者更可能占据社交网络中心位置，且其服务年限与占据战略优势位置相关，自我监控和网络中心性分别预测工作绩效。
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, chameleon-like high self-monitors were more likely than true-to-themselves 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 independently predicted individuals' workplace performance. The results paint a picture of people shaping the networks that constrain and enable performance.