The Moderating Effect of Leader Centrality on Team Cohesion and Performance in Software Development Projects

Raschada Nootjrat and Wachara Chantatub
IT in Business Program,
Chulalongkorn Business School, Chulalongkorn University
Bangkok 10330, Thailand

Prabhas Chongstitvatana
Department of Computer Engineering,
Faculty of Engineering, Chulalongkorn University
Bangkok 10330, Thailand


This study examined if the formal leader was centrally connected in teamís social network, the team cohesion-performance effect in team was strengthen or weaken. From the data collected from 8 software development teams, 150 members in total in a branch of 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 high-central leader in friendship network had less influence on team cohesion-performance effect. Using person-to-person relationships data collected from the questionnaire, a social network analysis of the leader influences in the team discovers that the connection between the leader and members has positive results to team cohesion and performance. The central leader played an important role in connecting many members and minimizing subgroups in team.

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

published in International Journal of Business and Information, September 2015 (Vol 10, No. 3), ISSN 1728-8673.