Abstract
The roles of social network and informal leadership network are not only crucial to companies or government institutions, but also to the academic institutions. As the interaction within the organization becomes more complex and dynamic, there is a lack of knowledge of the overall picture of informal leadership network at the higher education institution. In this study, we conducted a comprehensive analysis of three types of social networks and informal leadership in Sekolah Tinggi Ilmu Ekonomi Sutaatmadja (STIESA). They are the information network in an internal organization, cooperation network in technical problem solving of the organization, and a personal support network in the organization. The method used in this research was survey and Social Network Analysis (SNA). The respondents in this research were the whole leaders and staffs of STIESA. The findings of this study classified the three social networks and informal leadership and built network matric to be further explored for the strategic decision-making process of the organization. Each type of social network and informal leadership, along with its characteristics, is discussed and explored.
Highlights
A leadership network is a response to a rapidly changing and increasingly disrupted world, requiring the policyholders to have the ability to collaborate and solve complex problems faster
Hierarchy is one of the organizational forms that can be represented with the basic social network analysis (Mones et al, 2012)
We investigated the connection between members in the specific work environment represented by the three networks of the internal organization, namely information network, cooperation network, and personal support
Summary
A leadership network is a response to a rapidly changing and increasingly disrupted world, requiring the policyholders to have the ability to collaborate and solve complex problems faster. The vital role of this leadership network is applicable to corporations or government institutions and to the academic world such as universities or higher education institutions whose challenges and dynamics become more complicated and convoluted. Most of the campus managers, both leaders, and staff, are people with a high education background and have above average intellectual abilities. It has been the challenge of whether a group of people with a higher education background can grow and move collectively or tend to be individualistic and isolated. It is not always that every move should automatically be responded immediately, but specific and essential modifications require the organizations respond quickly because the change will affect the organization in the long term
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
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 callMore From: Indonesian Journal of Sustainability Accounting and Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
