Revisiting extraversion and leadership emergence: A social network churn perspective.

One of the classic relationships in personality psychology is that extraversion is associated with emerging as an informal leader. However, recent findings raise questions about the longevity of extraverted individuals as emergent leaders. Here, we adopt a social network churn perspective to study the number of people entering, remaining in, and leaving the leadership networks of individuals over time.

How employees react to unsolicited and solicited advice in the workplace: Implications for using advice, learning, and performance.

Employees are often reluctant to ask for advice, despite its potential benefits. Giving employees unsolicited advice may be a way to realize the benefits of advice without relying on them to ask for it. However, for these benefits to surface, it is critical to understand employees react to unsolicited and solicited advice.

The paradox of agency: Feeling powerful reduces brokerage opportunity recognition yet increases willingness to broker.

Research suggests positions of brokerage in organizational networks provide many benefits, but studies tend to assume everyone is equally able to perceive and willing to act on brokerage opportunities. Here we challenge these assumptions in a direct investigation of whether people can perceive brokerage opportunities and are willing to broker. We propose that the psychological experience of power diminishes individuals' ability to perceive opportunities to broker between people who are not directly connected in their networks, yet enhances their willingness to broker.

Metabolic basis to Sherpa altitude adaptation.

The Himalayan Sherpas, a human population of Tibetan descent, are highly adapted to life in the hypobaric hypoxia of high altitude. Mechanisms involving enhanced tissue oxygen delivery in comparison to Lowlander populations have been postulated to play a role in such adaptation. Whether differences in tissue oxygen utilization (i.