Article pdf: DRMJ vol13 no01 2024 – Article 5
DOI:
doi:10.17708/DRMJ.2024.v13n01a05
Excerpt:
The purpose of this study is the investigation of attractiveness, power and aggressiveness. The authors aim to investigate attractiveness, power and aggressiveness as structural phenomena and the effects they have on organizational structures. The study focuses on a public organization implementing employment policies in Greece and draws on data from this context. A sample of 4 branches of the organization of totally 108 employees (49 male, 59 female) was examined through social network analysis concerning the behaviours of attractiveness, aggressiveness and power. Questionnaires consisting of non‐network and network parts were distributed. Visone 1.1 software was implemented for calculating network variables (network analysis algorithms were used: indegree, outdegree, Katz status, PageRank, authority. Social Network Analysis and Spearman test (SPSS 26) have been applied. Main results: The socially and task attractive employees concentrate power in the organization developing the profile of a mentor, trusted by colleagues, but they may accept verbal aggressiveness in the form of irony and hurting comments. The study’s results suggest that, at least in public organization contexts, practitioners should “exploit” the socially and task attractive employees as they seem to inspire trust in colleagues, affecting the overall culture of the organization. Also, knowing that socially and task attractive employees may be targeted verbally, they can implement strategies protecting the workplace from verbal aggressiveness use. The present study contributes to a better understanding of the informal relationships of attractiveness, aggressiveness and power developed among employees through their graphic representation via social network analysis in order to achieve effective organization structures in public sector.
Pages:
71‐84
Keywords: