Sophia was known to be an extraverted employee. She knew almost everybody at the firm where she worked. However, all these contacts seemed casual and imimed to workplace interactions, As per the classification of Higgins and Kram (page 77 \& 78), Sophia's network would be called Opportunistic Receptive Traditional Extrepreneurial The Role lncongruity Theory of Eagly and Carli (84) states that employees do not accept women in leadership positions. Employees perceive such roles to be not congruent (aligned) since they Require decisive action - whereas women are better at relationships require long hours and time commitment - but women have family responsibilities have attached power and authority - which women do not really want to have, since they are "nice" come with higher salary and benefits - that women do not need (f they have husbands) According to Granovetter (page 77), an employee's weak ties (casual contact) with other employees at the same level in the organization would be critical for career progress in the organization would not be of much benefit in an instrumental way (career) advancement were preferable to strong ties with those at higher levels were better than weak tes with individuals not in the organization An Affective tie (page 76) in the workplace is related to Teamwork and team outputs Personal benefits Appearance and perception Work-related outcomes "Agentic" tendencies (page 85), which have to do with Agency/ getting things done, include all the following EXCEPT Assertiveness Ambition Competitiveness Warmth According to Eagly and Carli (page 82), business leaders would need to use both Transformational and Transactional leadership, as needed find that neither Transactional not Transformational leadership is appropriate in business situations quickly choose if they would rather be a Transformational leader or a Transactional one typically find that Transactional leadership leads to significant strategic success for the firm belong to. Typically, Affinily Group members share a commen interest or hobby share a social identify like each other and want social interaction belong to the same department According to Higgins and Kram (page 77), workplace networks were different based on the two dimensions of Diversity (or similarity) of contacts; Strength (or weakness) of relationships Size of network; Whether the contact and employee had worked together Range of contacts; Length of time of relationship Number of contacts; Organizational position of each contact In organizations, leaders are typically focused on the short-term and good at executing planned work (page 81). Authentic Charismatic Transformational Transactional According to Krackhardt (page 76), in a "weak tie" relationship there is exchange of possibly confidential information there is no expectation of mutual benefit or continuity over time neither of the people involved like each other there is no exchange of information