Networking is the key for CEOs' success in difficult times!
02/02/2012
Who do you turn to when the going gets rough? Your family?
Your mates? What if you’re the
CEO of a large organisation? In a
recent study of CEO behaviour, it turns out that the answer is – ‘your
mates’.
It's understandable that people from similar
circumstances may provide each other valuable support, through advice,
validation or needed perspective. But
what impels busy, driven people to offer it?
Researchers Michael McDonald and James Westphal took an
observation from social identity theory: we like to help other members of a
group we identify with. Their study
used surveys year-on-year to investigate CEO personal circumstances, their
attitudes towards identity, and a range of behaviours – both towards other CEOs
and within their organisation.
As predicted, participants who identified themselves as
part of a leadership group were more likely to then offer their fellows
support: if their identification grew
by a single standard deviation, this
would lead them to provide social support on an extra eight occasions.
Their findings point to the importance of networking
and maintaining good social contacts within and outside the workplace to ensure
that support is available when needed.
The skills needed to do this us squarely within the
domain of Emotional Intelligence and enhancing skills and performance in this
area is a necessary precursor of accessing these support that such groups can
provide.
If you’re a consultant it may sometimes be the case
that you cannot provide direct support or advice to some of your executive
level clients. What you can do however
is to help them develop the skills to access that help for themselves.
The EBW can help to pinpoint the areas that need
development and provide a context and set of objectives for their achievement.
_______________________________
Michael L. McDonald, & James D. Westphal (2011). My
Brother's Keeper? CEO Identification with the Corporate Elite, Social Support
Among CEOs, and Leader Effectiveness Academy of Management Journal, 54 (4),
661-693
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