“Internal networkers, or community builders, are the “seed carriers” of the new culture, who can move freely about the organization to find those who are predisposed to bringing about change, help out in organizational experiments, and aid in the diffusion of new learnings.”1
Peter M. Senge, director of the Center for Organizational Learning at MIT’s Sloan School of Management
*Your library probably has these books. However, if you click the link and purchase the book we get a very small percent that we put towards lowering the cost of training for non-profit organizations.
Informal Leadership Status and Individual Performance: The Roles of Political Skill and Political Will. Brooke A. Shaughnessy1, Darren C. Treadway2, Jacob W. Breland3,
and Pamela L. Perrewé. Journal of Leadership & Organizational Studies 2017, Vol. 24(1) 83– 94
A Grounded Theory Exploration of Informal Leadership Qualities as Perceived by Employees and Managers in Small Organizations. Elizabeth Stincelli, D.M. et al | International Journal of Business Management and Economic Research(IJBMER), Vol 5(1),2014, 1- 8
“The Network Secrets of Great Change Agents” Julie Battilana and Tiziana Casciaro tracked 68 change initiatives in the UK’s National Health Service(a very large, complex and traditional organization) to find out what factors predicted success. They did discover several predictors of success. All of them emphasized the importance of social networks – networks of personal relationships.
[pdf-embedder url=”https://www.diversityscience.org/wp-content/uploads/2020/01/Serrat2017_Chapter_InformalAuthorityInTheWorkplac.pdf” title=”Informal Authority in the Workplace”] by O. Serrat, Knowledge Solutions, 2017