Understanding Leadership Behavior in Human Influence Network

We determined the results of the questionnaire for 97 staff members working in dot-jp, a non-profit organization in Japan, to understand the degrees of satisfaction of staff members with leaders. We then extracted human influence networks from the archives of e-mail used at dot-jp to understand relationships between leaders and other staff members. By integrating these two approaches, we revealed ideal leadership behavior. We discovered that leaders should receive messages from staff members as well as send messages to construct reliable relationships. Otherwise, leaders become smug and lose trusts from other staff members