The Moderating Effect of Leader Centrality on Team Cohesion and Performance
Raschada Nootjrat*, Wachara Chantatub*, and Prabhas Chongstitvatana**

* Chulalongkorn Business School 
** Chulalongkorn Engineering School

Abstract 

The present study examined if the formal leaders who centrally connected in team’s social network benefits or constraints the team cohesion-performance effect in team. From the data collected from 8 software development teams 150 members in a global software development company in Thailand, the result suggested that teams with high-central leader in task-advice network had stronger team cohesion-performance effect than teams with low-central leader. The analysis suggested that the central leader played an important role in connecting many members and minimizing subgroups in team. The high-central leader in friendship network had less influence on team cohesion-performance effect. Discussion considers the implications of these results for future research on the leader’s network position in team and team performance. 

Keywords: leader centrality; team cohesion; team performance; social networks.