Title: The Moderating Effect of Leader Centrality on Team Cohesion and Performance in Software Development Projects
Abstract: This paper explores the tension between two opposite views on whether leader centrality fosters or impedes the team cohesion-performance effect in teams. Based on a survey of 150 individuals from eight software development teams in Thailand, the authors found that teams with a high-central leader in a task-advice network had a stronger team cohesion-performance effect than teams with a low-central leader. In a task-advice network, a high-central leader can promote work collaborations and integrate the different capabilities of team members in order to enhance the positive results of team cohesion. The results revealed, however, that a high-central leader in a friendship network had less influence on the team cohesion-performance effect. Using data on person-to-person relationships collected from their questionnaire, the authors conducted a social network analysis of leader influences on a team and found that the connection between a team leader and team members had positive results on team cohesion and performance. These results underscore the fact that leaders do not lead in a social vacuum, and show that leaders with high centrality played an important role in connecting team members and minimizing the number of sub-groups in a team.
Publication Year: 2015
Publication Date: 2015-09-01
Language: en
Type: article
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Cited By Count: 6
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