The role of interpersonal networks in managerial role transition: a case study of a state agency in the United States

Abstract

ABSTRACT This study explores the impacts of interpersonal networks of new managers on learning new roles from the social network perspective. This study draws on six waves of longitudinal data from a social network survey and semi-structured interviews collected from 22 new managers in a north-eastern state agency between October 2006 and May 2010. The analysis reveals that the interpersonal networks of new managers are particularly beneficial during the early period of role transition after the promotion. Second, managers organize interpersonal networks around role models who can provide valuable resources and feedback in a timely manner. Third, networks are gradually diversified into instrumental and expressive networks. Where the instrumental network tends to consist of multiplex ties with role models, the expressive network tends to shrink over time. The analysis highlights the instrumental values of one’s networks and the critical impact of role models during the managerial role transition process.