The social networks of high and low self-monitors: Implications for workplace performance

This article examines how different personality types create and benefit fr om social networks in organizations. Using data from a 116-member high-tech nology firm, we tested how self-monitoring orientation and network position related to work performance. First, chameleon-like high self-monitors were more likely than true-to-themselves low self-monitors to occupy central po sitions in social networks. Second, for high (but not for low) self-monitor s, longer service in the organization related to the occupancy of strategic ally advantageous network positions. Third, self-monitoring and centrality in social networks independently predicted individuals' workplace performan ce. The results paint a picture of people shaping the networks that constra in and enable performance.