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Abstract:
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Leadership is, by nature, a relational process, and understanding the leadership process requires the consideration of the relationships that leaders create and maintain. We use social network analysis to examine the relationships between different leadership styles and the resulting influence and advice networks among members of military units. We explore the extent to which different leadership styles, such as transformational, contingent-reward, and destructive (e.g., toxic) create different network patterns. We expect different social network patterns to relate to the effectiveness and morale of the different military units. Further, we expect that the best leaders are both formal (i.e., central in the influence network) and informal (i.e., central in the advice/friendship networks) because they have both legitimate power and social capital. Policy implications will be discussed.
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