Cooperation with friends or new encounters: Tie strength and shared leadership behaviors

Na Chen1, Pei-Luen Patrick Rau2
1School of Economics and Management, Beijing University of Chemical Technology, People’s Republic of China
2Department of Industrial Engineering, Tsinghua University, People’s Republic of China
Cite this article:  Chen, N., & Rau, P.-L. P. (2017). Cooperation with friends or new encounters: Tie strength and shared leadership behaviors. Social Behavior and Personality: An international journal, 45(4), 573-582.

Volume 45 Issue 4 | e5868 | Published: May 2017 | DOI: https://doi.org/10.2224/sbp.5868

Abstract
Full Text
References
Tables and Figures
Acknowledgments
Author Contact

We combined the topics of shared leadership, which is a relatively new form of leadership adopted in virtual team management, and tie strength, which affects members’ behaviors in online communities, to investigate how they are correlated in a social media context. We conducted 2 experiments involving 64 participants; the first involved close friends and the second, new encounters. The 2 relationship contexts were compared to explore the effects of interpersonal relationships on shared leadership behaviors. Results indicated that in the high-tie-strength (close friend) context, there was a positive correlation between tie strength and directive leadership, whereas in the low-tie-strength (new encounter) context, there was a positive correlation between tie strength and both positive feedback and social leadership. Thus, in the context of team management on social media websites, we suggest that people adjust their leadership behavior according to the interpersonal relationships exhibited among team members.

Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.