MAPPING AND EXPLORING INFORMAL NETWORK IN ORGANIZATIONAL AND COMMUNITY LEADERSHIP

Abstract

Work often happens through informal interactions and relationships. Formal networks and vertical channels no longer enough for the organizational and community capacity to adapt to the rapid social changes and disruptions. Just as the network knowledge is an asset for any organization in the disruptive era, understanding people’s connections and network’s approach is critically important in the cultural transformation of the leadership in the community and organization. The purpose of this article is to review and investigate how Social Network Analysis (SNA) could visualize and analyze the informal networks in organizational and community leadership’s studies. This study introduces a model that combines organizational leadership and community leadership as a social relations category in a micro- sociological perspective. By applying social network approach to evaluating leadership network, the organization or community can more efficiently scale and accelerate their development as well as solves their leadership problems. This method is useful for those who are seeking to influence policy, disseminate new ideas, and mobilize resources towards a common or a specific goal. SNA provides a set of theories, tools, and processes for understanding the relationships and structures of a network. SNA will determine the particular measures, from simple to complex rules, which need to be applied to derive insights from the network and how the network system is structured and evolved with time. The results of this review could help leaders to diagnose, measure, and evaluate their informal network structures and dynamics which are connected through shared interests, work, experiences, and collaborations.