The Influence of Inclusion in Influential Networks: Perceptions of Ability and Personality Traits on Promotions Within Management

Promotions rank among some of the most powerful forms of incentive and reward systems that organizations can offer their employees. This study examined the influence of inclusion in influential networks, perceptions of managerial ability and the personality traits of extraversion, conscientiousness, agreeableness, emotional stability and openness to experience on the number of promotions awarded to managers. However, results from a field survey showed that inclusion in influential organizational networks, perceptions of managerial ability and the personality trait of introversion were significantly related to the number of promotions gained within management. Implications of the findings are discussed in terms of individual differences, trust and distrust, and team dynamics in organizations that are viewed as social systems. Promotions are an important organizational career and hierarchical progression mechanism. They have been formally defined as upward movements in organizational hierarchies (Sanborn & Berger, 1990). Only a select few of those who begin their careers in organizations and a select few of those recruited at non-entry career stages are eventually promoted into the upper echelons of management. They rank among some of the most powerful incentives that any organization can offer its employees (Markham, Harlan & Hackett, 1987; Sanborn & Berger, 1990) and are usually accompanied by one or more increments in pay, benefits, organizational centrality, status, perquisites and future opportunity (Sanborn & Berger, 1990). In this study, three research questions surrounding managerial promotions were specifically addressed. They are: 1. do individuals included in influential networks receive more promotions? 2. do perceptions of managerial ability influence the number of promotions awarded? 3. do personality traits have any impact on promotion decisions in organizations? These research questions were studied only on a sample of managers across several organizations. Managers were studied because they are generally accorded more responsibility and decision making power, and because they constitute an important resource for maintaining organizations’ competitive advantage by providing them with strategic and tactical direction.