Abstract
This study examined the role of individuals’ cognitive flexibility and self-monitoring in shaping their workplace advice network centrality. Drawing on advice network generation theory, we hypothesized a positive relationship between cognitive flexibility and advice network centrality, and a moderation effect of self-monitoring on this relationship. Then, we collected two time-points data from insurance salesmen to test the hypotheses. As predicted, cognitive flexibility was positively associated with advice network centrality. Furthermore, this positive relationship was only significant for low self-monitoring individuals, but not for high self-monitoring individuals. These findings indicated that individuals with high cognitive flexibility were more likely to have central positions in the advice network; however, this effect was attenuated as their self-monitoring increased.
Highlights
Individuals pursue power to influence others in the workplace (Sparrowe and Liden, 2005)
Gender was negatively correlated with advice network centrality and cognitive flexibility was positively correlated with advice network centrality (r = 0.199, p = 028); selfmonitoring was not significantly related to advice network centrality (r = 0.131, p > 0.1)
This study aimed to explore the individual differences in gaining central positions in workplace advice network
Summary
Individuals pursue power to influence others in the workplace (Sparrowe and Liden, 2005). One approach to acquire this power is to become an advice source for others and occupy centrality in the advice network (Sparrowe et al, 2001). The underlying reason is that they are more willing to help and share resources with advice seekers (Klein et al, 2004; Balkundi et al, 2011; Yang et al, 2011). On deciding to build a relationship with potential advice source, advice seekers value the provided assistance and shared resources, and value for complex advice forms, such as generating novelty solutions, reformulating complex problems, and offering assertive validations (Cross et al, 2001). In order to fulfill the potential complexities of demands from advice seekers, it is imperative for those who want to become advice sources and occupy central positions in the advice network to think and behave with cognitive flexibility (Martin and Anderson, 1998)
Sign-in/Register to view highlights & summary 
Published Version (
Free)
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call