2. Social network is defined as a set of
individuals/actors with a routine and
established pattern of interpersonal contacts
who can be identified as members of a
network exchanging information, resources,
influence, affect, or power.
A sociogram as the representation of a social
network is used for this kind of analysis.
3. The social network perspective assumes that social
actors are embedded in a complex web of
relationships.
Social network analysis is used to describe and
explain social and political structures.
Social network analysis may be used in research in
order to have more understanding of social
phenomena by using network measures.
Social network analysis may also be helpful for
practitioners for understanding a big picture as well
as micro-level relationships between social actors.
4. Centrality is the common individual measure of
the status of an actor in a social network.
Centrality is usually measured by “degree
centrality”, “closeness centrality”, and
“betweenness centrality”.
1. Degree centrality: number of links (in and out);
2. Closeness centrality: number of link to the
centre;
3. Betweenness centrality: the extent to which an
individual is between two other individual who
are not connected to each other.
5.
6. Density: the number of links in the network in
proportion to the number of possible links.
Centralization: the degree to which all
members of the network are unequally central
in the network.
7. Yukl proposed using social network analysis as a tool
for understanding power structure of a team or an
organization.
Using this technique, power relationships between
different actors are specified and different measures
and relationships may be identified.
Moving through power network relationships may be
helpful for identifying powerful individuals with
different levels of various types of power.
In addition, different types of influence tactics may be
proposed by understanding the power network.
8. Mayo, M., Meindl, J. R., and Pastor, J. (2003).
Shared leadership in work teams: A social
network approach, In C. L. Pearce and J. A.
Conger (Eds.). Shared Leadership: Reframing
the Hows and Whys of Leadership (pp. 193-
214). Thousand Oaks: Sage Publication.