Dependency as a Moderator of the Effects of Networking Behavior on Managerial Career Success

Abstract

It is argued that the effect of networking behavior on managerial career success is moderated by the extent to which persons in the network can facilitate job performance. To test that argument, 136 managers from a variety of organizations completed a scale of networking behavior, indicated how much their salaries had grown and how many promotions they had received in their present job; they also had the extent to which their performance depended on persons in the network rated by three colleagues. As had been hypothesized, hierarchical repression analysis indicated that the effect of networking on both promotions and salary growth was greater on managers in high-dependency jobs than on managers in low-dependency jobs.