We measured interpersonal perception accuracy by focusing on the relationship between actors’ centrality and their ability to accurately report their social interactions. We used the network measures of actors’ betweenness centrality and degree centrality to identify the most prominent members by correlating ego-perception and alter-perception in a “non-reciprocity” type of misalignment. We found a positive correlation between actors’ centrality and their centrality as assessed by senior management, and a negative correlation between actors’ centrality and their accuracy in recalling interactions. Underreporting social interactions may represent a third way of measuring the importance of members and finding the most influential actors
Recent studies have found that individuals tend to see themselves as more central in a network than ...
peer reviewedIn interpersonal communication, people monitor other people’s memory to judge its credi...
The attributions that are made for subordinates\u27 work performance have important implications for...
Social scientists have long been interested in understanding what makes some respondents more accura...
Social scientists have long been interested in understanding what makes some respondents more accura...
Among studies on emerging leadership in groups, communication theories have mostly focused either on...
In this chapter, we discuss how interpersonal accuracy – the ability to accurately assess others’ st...
Given that studying both task and social relationships between and among group members is an inheren...
The study aims to test how the association between leader's centrality (outdegree and betweenness) i...
Because leaders’ authority is often insufficient to change team performance, formal team leaders see...
Different theoretical approaches assume, either implicitly or explicitly, that leadership operates a...
Participants jointly engaged in common tasks with co-actors can be influenced in guiding their own a...
While organizationally relevant outcomes of charismatic leadership have been studied more extensivel...
There is little consensus regarding how verticality (social power, dominance, and status) is rela...
We argue that leader–member exchange (LMX) standing relative to the LMX relationships of other cowor...
Recent studies have found that individuals tend to see themselves as more central in a network than ...
peer reviewedIn interpersonal communication, people monitor other people’s memory to judge its credi...
The attributions that are made for subordinates\u27 work performance have important implications for...
Social scientists have long been interested in understanding what makes some respondents more accura...
Social scientists have long been interested in understanding what makes some respondents more accura...
Among studies on emerging leadership in groups, communication theories have mostly focused either on...
In this chapter, we discuss how interpersonal accuracy – the ability to accurately assess others’ st...
Given that studying both task and social relationships between and among group members is an inheren...
The study aims to test how the association between leader's centrality (outdegree and betweenness) i...
Because leaders’ authority is often insufficient to change team performance, formal team leaders see...
Different theoretical approaches assume, either implicitly or explicitly, that leadership operates a...
Participants jointly engaged in common tasks with co-actors can be influenced in guiding their own a...
While organizationally relevant outcomes of charismatic leadership have been studied more extensivel...
There is little consensus regarding how verticality (social power, dominance, and status) is rela...
We argue that leader–member exchange (LMX) standing relative to the LMX relationships of other cowor...
Recent studies have found that individuals tend to see themselves as more central in a network than ...
peer reviewedIn interpersonal communication, people monitor other people’s memory to judge its credi...
The attributions that are made for subordinates\u27 work performance have important implications for...