How Leaders Create and Use Networks

This article mainly focuses on how leaders create and use networks in their work place for their success in discharging their duties, a skill that non leaders do not posses. This article was written by Herminia Ibara and Mark hunter.Advertising We will write a custom article sample on How Leaders Create and Use Networks specifically for you for only $16.05 $11/page Learn More Ibara is a professor of leadership and learning at the University of Insead, Fontainebleau, France and the director of the faculty of leadership initiative, an executive program for managers moving into broader leadership at Insead. She has also written numerous books. Hunter is an investigative journalist and a professor of communications at Insead and has written different books (Ibara and Hunter 108). The authors while examining the networks which are the personal connections that will provide support, information and resources, found that they are the most challenging for manage rs who are transitioning into new leadership roles. When managers move up the ranks, they will be addressing issues that will impact the whole organization and not only their areas of specialization, these new roles require relational tactics, which involves exchange and interaction with the current and potential stakeholders. All these contacts are particularly critical to the new roles of the leader. The authors identified three different types of networks which are interdependent on each other. They are operational networks, personal networks and strategic networks. Personal networks will help to improve personal development of the manager. These based on the relationships forged with the immediate superiors, juniors, the peers and outsiders like suppliers and customers who have the potential of supporting or blocking the project. Personal networks are for the purposes of coordinating and cooperation between individuals who know one another when they are accomplishing any task. T his form of networking comes almost naturally to most managers (Ibara and Hunter 107). Operational networks will assist the managers on present internal responsibilities so that they can perform their duties well. These are relationships built outside the inner circles and are established through professional associations, clubs and other interest groups that will serve to advance careers while giving new insights and perspectives. Operational networks serve as an important tool for personal development and can be a convenient point to establish the next network of relationship.Advertising Looking for article on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Operational networks are made of flexible connections between people who share or have something in common and are vital for referrals and getting daily tasks done. Strategic networks will help the individual in seeing the new directions of the business, and the stak eholders because this is the inflection point where the manager moves from the functional responsibilities into being a business leader. The concerns at this juncture are the broad business strategic issues. The relationships established here will be the foundation of information that will enable the leader to achieve both personal and organizational goals. Strategic networks are the most underutilized among the three networking types, yet it is the most important for the success of a manager moving to undertake new responsibilities (Ibara and Hunter 109). The authors have been studying networking strategies and social networks used by managers for over 20 years and their findings are, the useful and meaningful networks do not happen instantly, but needs time, and all three have to be used to ensure success and not just one or two. They studied 30 managers for a period of two years who were transitioning into positions of leadership in the organization, and their findings were that those who employed all the three types of networking were successful while those who did not end up failing (Ibara and Hunter 106). These findings support the principles of reciprocity that are common in leadership management to influence followers of a leader. People find they are obligated to support anybody they are closely associated or share something in common. These networks are based on interpersonal trust because when a person trust another, they are likely to offer support and, therefore, ensuring the success in the transition process. The findings also support the principle of six degrees of separation which simply says there are at least six people connections between one person and another in the world (Ibara and Hunter 108). On the other hand, over reliance on networks could lead to other problems because not everybody is reliable to give the required and appropriate support and may give some misleading information. Besides, operational networks would address the assig ned objectives and not the overall strategic objectives of the organization. Personal networks are easy to establish and almost comes naturally, but the strategic networks are difficult to establish especially if it involves the superiors in the organization. There is no step by step formula to be followed in order to establish these networks, but they are intuitive based on general guidelines and would largely depend on individuals and situations. This means that they can be extremely hard for some individuals while it may be easy for others (Ibara and Hunter 106).Advertising We will write a custom article sample on How Leaders Create and Use Networks specifically for you for only $16.05 $11/page Learn More Finally, this article contains valuable information particularly to any aspiring manager who wants to climb the career ladder by leverage the concept of networks in pursuit of their careers while making solid contributions in their organization. Thi s is because the findings were observable facts on managers working in different organizations and are supported by sound principles of management (Ibara and Hunter 112). Works Cited Ibara, Herminia and Hunter, Mark. How Leaders Create and Use Networks. Jan. 2007.  Harvard Business Review. Web. https://hbr.org/ This article on How Leaders Create and Use Networks was written and submitted by user Evie Y. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

10 Helium Facts - Atomic Number 2 on the Periodic Table

10 Helium Facts - Atomic Number 2 on the Periodic Table Helium is the second element on the periodic table, with atomic number 2 and element symbol He. Its the lightest noble gas. Here are ten quick facts about the element helium. Check the full listing for helium if you would like additional element facts. The atomic number of helium is 2, meaning each atom of helium has two protons.  The most abundant isotope of the element has 2 neutrons. It is energetically favorable for each helium atom to have 2 electrons, which gives it a stable electron shell.Helium has the lowest melting point and boiling point of the elements, so it only exists as a gas, except under extreme conditions.  At normal pressure, helium is a liquid at absolute zero.  It must be pressurized to become a solid.Helium is the second-lightest element.  The lightest element or one with the lowest density is hydrogen. Even though hydrogen typically exists as a diatomic gas, consisting of two atoms bonded together, a single atom of helium has a higher density value. This is because the most common isotope of hydrogen has one proton and no neutrons, while each helium atom typically has two  neutrons as well as two protons.Helium is the second-most abundant element in the universe  (after hydrogen), though it is mu ch less common on Earth.  On Earth, the element is considered a nonrenewable resource.  Helium does not form compounds with other elements, while the free atom is light enough to escape Earths gravity and bleed out through the atmosphere. Some scientists are concerned we might one day run out of helium or at least make it prohibitively expensive to isolate. Helium is colorless, odorless, tasteless, non-toxic, and inert.  Of all the elements, helium is the least reactive, so it does not form compounds under ordinary conditions. In order to bond it to another element, it would need to be ionized or pressurized. Under high pressure, disodium helide (HeNa2), the clathrate-like titanate La2/3-xLi3xTiO3He, the silicate crystobalite He II (SiO2He), dihelium arsenolite (AsO6 ·2He), and NeHe2 may exist.Most helium is obtained by extracting it from natural gas.  Its uses include helium party balloons,  as a protective inert atmosphere for chemistry storage and reactions, and for cooling superconducting magnets for NMR spectrometers and MRI machines.Helium is the second-least reactive noble gas (after neon).  It is considered the real gas that most closely approximates the behavior of an ideal gas.Helium is monatomic under standard conditions. In other words, helium is found as single atoms of the element.Inhaling helium temporarily chan ges the sound of a persons voice. Although many people think inhaling helium makes a voice sound higher, it doesnt actually alter the pitch. Though helium is non-toxic, breathing it can result in asphyxiation due to oxygen deprivation. Evidence of heliums existence came from the  observation of a yellow spectral line from the sun. The name for the element comes from the Greek god of the Sun, Helios.