Leader Identification through Networks of Conversational Interruptions
Leaders are often identified in empirical studies by either their position in an organizationally defined hierarchy or by sociometric survey. However, such methods conflate behavioral antecedents and outcomes, including subjective co-participant attributions, with assessment of behaviors themselves. In this study, we propose the “interruption network” as a model of small group structure based on a nonverbal behavior—conversational interruptions—that has been previously validated as a correlate of social status.