Abstract
Zusammenfassung. Während mehrere Studien den positiven Effekt von Networkingverhalten, d. h. Aufbau, Pflege und Nutzung von beruflichen Kontakten, auf die Karriere belegen, existieren nur wenige Studien, die interindividuelle Unterschiede als Determinanten von Networkingverhalten untersuchen. Da Networking genuin soziales Verhalten darstellt, bietet sich zur Untersuchung dieser Fragestellung der Interpersonale Circumplex von Wiggins (z. B. Wiggins, Trapnell & Phillips, 1988) an, der acht Facetten interpersonalen Verhaltens auf einer sozialen Dominanzdimension und einer emotionalen Affiliationsdimension abbildet. In einer Fragebogenstudie mit N = 213 Berufstätigen zeigt sich, dass Networking signifikant positive Zusammenhänge sowohl mit der Dominanzdimension als auch mit der Affiliationsdimension aufweist. Zusätzlich zeigt eine differenzierte Betrachtung von Networkingsubskalen, dass externes (vs. internes) Networking sowie der Aufbau (vs. die Pflege und Nutzung) von Kontakten stärkere Zusammenhänge mit Dominanz aufweisen. Insgesamt legen die Ergebnisse nahe, dass Networkingverhalten durch die Kombination einer dominanten mit einer affiliativen Disposition erleichtert wird.
Abstract. While several studies have shown that networking, defined as building, maintaining, and using professional contacts, has a positive effect on career success, only a few studies have examined individual differences that determine networking behavior. As networking is considered genuinely social behaviour, the present study uses the interpersonal circumplex model by Wiggins (e. g., Wiggins, Trapnell, & Phillips, 1988) to examine determinants of networking behaviors. The interpersonal circumplex consists of eight facets of interpersonal behavior that can be depicted on the two dimensions of dominance and affiliation. In a study with N = 213 employed individuals we found that networking is significantly related to dominance and affiliation. More detailed analyses of networking subscales yielded stronger relationships of dominance with external networking (as compared to internal networking) and building (vs. maintaining and using) contacts. In sum, our results suggest that networking is facilitated by a combination of dominance and affiliation.
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