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How does the Leader’s Centrality affect Team Performance Assessment? Testing the Role of Leader’s Satisfaction

Published online by Cambridge University Press:  15 October 2020

Marta Pereira Alves Open the ORCID record for Marta Pereira Alves [Opens in a new window] ,
Isabel Dórdio Dimas Open the ORCID record for Isabel Dórdio Dimas [Opens in a new window]  and
Paulo Renato Lourenço Open the ORCID record for Paulo Renato Lourenço [Opens in a new window]
Marta Pereira Alves*
Affiliation:
NECE-UBI, Universidade da Beira Interior, Portugal
Isabel Dórdio Dimas
Affiliation:
CeBER, Universidade de Coimbra, Portugal
Paulo Renato Lourenço
Affiliation:
CeBER, Universidade de Coimbra, Portugal
*
Correspondence concerning this article should be addressed to Marta Pereira Alves. Research Center in Business Sciences (NECE-UBI), University of Beira Interior, Rua Marquês d’Ávila e Bolama, 6201-001, Covilhã (Portugal). E-mail: mpalves@ubi.pt
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Abstract

The study aims to test how the association between leader’s centrality (outdegree and betweenness) in the group network, considering both workflow and friendship ties between leader and members, and the perception of team performance is mediated by the leader’s satisfaction with the team. The research included a total of 74 formal leaders of organizational teams from several organizations. Total, direct and indirect effects were calculated through the estimation of an OLS regression-based mediation model, controlling for team size. Results revealed that only leader’s outdegree and betweenness centrality in the team friendship network positively predicted the leader’s perception of team performance. In contrast to the predictions, a significant negative indirect effect of outdegree centrality of the leader within the team workflow network on the evaluation of group performance through leader’s satisfaction was observed. Also, both leader´s outdegree and betweenness centrality levels in the friendship network were shown to have a positive effect on leader’s assessment of team performance through leader’s satisfaction with the team. Overall, findings point to the negative effects of leader’s centrality in the workflow team network and the positive effects of leader’s centrality in the friendship team network on his/her attitudes toward the team. The effects of the more or less central position of the leader within each of the group networks are discussed.

Keywords

friendship networkleader’s centralityleader’s satisfactionteam performance assessmentworkflow network
Type
Research Article
Information
The Spanish Journal of Psychology , Volume 23 , 2020 , e38
Copyright
© Universidad Complutense de Madrid and Colegio Oficial de Psicólogos de Madrid 2020

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Footnotes

Conflicts of Interest: None.

Funding Statement: This work has been supported by National Funds through FCT - Fundação para a Ciência e a Tecnologia, I.P. (UIDB/04630/2020, UIDB/05037/2020).

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