Page - (000230) - in Knowledge and Networks

225 Trust Brokerage From a self-monitoring perspective, there is likely to be a differ- ence in how the low and high self-monitors use their positions in the trust network. All individuals who “broker” between unconnected others occupy positions of autonomy (Merton, 1968; Simmel, 1955) that confer advantages in negotiations (Markovsky, Willer, & Patton, 1988) and in access to diverse knowledge and other resources (Burt, 1992). Such brokers are likely to be seen as leaders (Bavelas, 1950; for a review, see Shaw, 1964). However, the extent to which individuals who broker between disconnected others are able to take advantage of the brokerage position to emerge as leaders in the eyes of others is likely to vary. In the specific case of bro- kerage in the trust network, the broker connects two other people who do not trust each other, and this situation calls for particular skills in managing relationships. The broker in such a situation is in danger of being regarded by each of the non- trusting parties as partial to the other (Podolny & Baron, 1997, p. 676). High self- monitors, relative to low self-monitors, are more skilled at overcoming such negative impressions (Flynn, Chatman, & Spataro, 2001). Indeed, high self-monitors, rela- tive to low self- monitors, are more skilled at social interactions (Furnham & Capon, 1983) in terms of being active in conversations (Ickes & Barnes, 1977), pacing conversations (Dabbs, Evans Hopper, & Purvis, 1980), using humor (Turner, 1980), and using a range of other techniques to ensure successful interactions (Snyder, 1987, p. 42). We suggest, therefore, that the relationship between trust brokerage and leader- ship emergence is likely to be stronger for high self-monitors than for low self- monitors. Relative to low self-monitors, high self-monitors are particularly motivated to construct and project images with the intent of impressing others. Given this “status enhancement motive” (Gangestad & Snyder, 2000) and evidence that high self-monitors are able to act out different, and potentially incompatible, roles with different groups of people (Snyder, 1987, pp. 62–63), we suggest that high self-monitors will be particularly likely to leverage positions of brokerage in the trust network to facilitate the work of others, thus elevating their reputations as emergent leaders. Hypothesis 3: The relationship between trust brokerage and leadership emergence will be stronger for high self-monitors than for low self-monitors. Methods Site We collected data from a high-technology company located in the northeastern United States. The company researched, produced, and marketed high-precision chromatographic equipment that it sold to analytical laboratories and other clients interested in testing the composition of a wide array of products, such as foods, fragrances, environmental pollutants, pharmaceuticals, and petrochemicals. The self-styled “head-coach” founded the company when he quit his job at a rival firm to take advantage of a business incubator program at a nearby university. Twelve 11 Brokering Trust to Enhance Leadership