Personality correlates of structural holes

Abstract

Abstract We use survey network and personality profile data to explore the idea that personality varies systematically with structural holes. We draw two conclusions from the analysis: (1) Personality does vary with structural holes. The association is concentrated in a few items, but those few personality items describe three-fourths of the variance in network constraint. (2) The association is consistent with the structural hole argument. People in the least constrained networks claim the personality of an entrepreneurial outsider (versus conforming and obedient insider), in search of authority (versus security), thriving on advocacy and change (versus stability). We summarize with a network entrepreneur personality index that defines a surprisingly accurate probability of the respondent having an entrepreneurial network. We conclude with cautionary evidence from a survey of corporate staff in a large financial organization. Where the personality index is associated with entrepreneurial networks (lower ranks), neither the index nor the networks are associated with manager performance. Where manager performance is significantly linked with entrepreneurial networks (more senior ranks), the personality index is not associated with network structure, and performance is not higher for managers with more entrepreneurial personalities. The personality data are an interesting correlate, but no substitute for sociometric data.