The focus of this qualitative research study using the Delphi method is to provide a framework for leaders to develop their own social networks. By exploring concerns in four areas, leaders may be able to better plan, implement, and manage social networking systems in organizations. The areas addressed are: (a) social networking using computer-mediated communication (CMC) information technology; (b) the measure of leadership effectiveness in teams, (c) management of department roles with regard to social networking, and (d) the changes within personal work habits resulting from implementing social networking tools. The study looked at aspects of implementing social networking and organizational practices that a leader may want to know in better business practice throughout the organization using technologies to leverage business agility and communications. Social networking helps to reduce "administrative islands" that form from three factors relating to practice: organizational tradition departmental scale, team collaboration, and interoperability. The research results showed a productive benefit is gained in implementing social networks. Study participants recommended leadership in both formal and informal cultures. The management of virtual resources are as important as managing non-virtual resources. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]