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The Moderating Effect of Leader Centrality on Team Cohesion and Performance in Software Development Projects
International Journal of Business and Information
View Archive Info| Field | Value | |
| Title |
The Moderating Effect of Leader Centrality on Team Cohesion and Performance in Software Development Projects
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| Creator |
Nootjarat, Raschada
Chantatub, Wachara Chongstitvatana, Prabhas |
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| Description |
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.
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| Publisher |
International Business Academics Consortium
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| Date |
2015-11-18
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| Type |
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion Peer-reviewed Article |
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| Format |
application/pdf
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| Identifier |
https://ijbi.org/ijbi/article/view/116
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| Source |
International Journal of Business and Information; Vol 10 No 3 (2015)
2520-0151 1728-8673 |
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| Language |
eng
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| Relation |
https://ijbi.org/ijbi/article/view/116/125
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| Rights |
Copyright (c) 2015 International Journal of Business and Information
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