Page - (000242) - in Knowledge and Networks

237 Burt, R. S. (1992). Structural holes: The social structure of competition. Cambridge, MA: Harvard University Press. Burt, R. S. (1997). The contingent value of social capital. Administrative Science Quarterly, 42, 339–365. doi:10.2307/2393923 Burt, R. S. (2005). Brokerage and closure: An introduction to social capital. Oxford: University Press. Burt, R. S. (2007). Secondhand brokerage: Evidence on the importance of local structure for man- agers, bankers, and analysts. Academy of Management Journal, 50, 119–148. doi:10.5465/ AMJ.2007.24162082 Burt, R. S., & Ronchi, D. (1990). Contested control in a large manufacturing plant. In J. Weesie & H. Flap (Eds.), Social networks through time (pp. 121–157). Utrecht: ISOR. Carter, L., Haythorn, W., Shriver, B., & Lanzetta, J. (1951). The behavior of leaders and other group members. Journal of Abnormal and Social Psychology, 46, 589–595. doi:10.1037/ h0059490 Cooper, C. D., Scandura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. Leadership Quarterly, 16, 475–493. doi:10.1016/j.leaqua.2005.03.008 Dabbs, J. M., Evans, M. S., Hopper, C. H., & Purvis, J. A. (1980). Self-monitors in conversation: What do they monitor? Journal of Personality and Social Psychology, 39, 278–284. doi:10.1037/0022-3514.39.2.278 Day, D. V., & Schleicher, D J. (2006). Self-monitoring at work: A motive-based perspective. Journal of Personality, 74, 685–713. doi:10.1111/j.1467-6494.2006.00389.x Day, D. V., Schleicher, D. J., Unckless, A. L., & Hiller, N. J. (2002). Self-monitoring personality at work: A meta-analytic investigation of construct validity. Journal of Applied Psychology, 87, 390–401. doi:10.1037//0021-9010.87.2.390 De Cremer, D., Snyder, M., & Dewitte, S. (2001). The less I trust, the less I contribute (or not)?: The effects of trust, accountability and self-monitoring in social dilemmas. European Journal of Social Psychology, 31, 93–107. doi:10.1002/ejsp.34 Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87, 611–628. doi:10.1037/0021-9010.87.4.611 Flynn, F. J., Chatman, J. A., & Spataro, S. E. (2001). Getting to know you: The influence of per- sonality on impressions and performance of demographically different people in organizations. Administrative Science Quarterly, 46, 414–442. doi:10.2307/3094870 Flynn, F. J., Reagans, R. E., Amanatullah, E. T., & Ames, D. R. (2006). Helping one’s way to the top: Self-monitors achieve status by helping others and knowing who helps whom. Journal of Personality and Social Psychology, 91, 1123–1137. doi:10.1037/0022-3514.91.6.1123 French, J. R. P. Jr., & Raven, B. (1959). The bases of social power. In D. P. Cartwright (Ed.), Studies in social power (pp. 150–167). Ann Arbor: University of Michigan. Furnham, A., & Capon, M. (1983). Social skills and self-monitoring processes. Personality and Individual Differences, 4, 171–178. doi:10.1016/0191-8869(83)90017-X Gangestad, S. W., & Snyder, M. (1985). “To carve nature at its joints”: On the existence of discrete classes in personality. Psychological Review, 92, 317–349. doi:10.1037/0033-295X.92.3.317 Gangestad, S. W., & Snyder, M. (2000). Self-monitoring: Appraisal and reappraisal. Psychological Bulletin, 126, 530–555. doi:10.1037//0033-2909.126.4.530 Granovetter, M. S. (1973). The strength of weak ties. American Journal of Sociology, 78, 1360– 1380. doi:10.1086/225469 Hilbe, J. M. (2008). Negative binomial regression. Cambridge, UK: University Press. Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know about leadership: Effectiveness and personality. The American Psychologist, 49, 493–504. doi:10.1037/0003-066X.49.6.493 Homans, G. C. (1951). The human group. London: Routledge & Kegan Paul. 11 Brokering Trust to Enhance Leadership