Leadership network and team performance in interactive contests. Mukherjee, S. Social Networks, 47:85--92, October, 2016.
Leadership network and team performance in interactive contests [link]Paper  doi  abstract   bibtex   
Over the years, the concept of leadership has experienced a paradigm shift – from solitary leader (centralized leadership) to de-centralized leadership or distributed leadership. This paper explores the idea that centralized leadership, as earlier suggested, negatively impacts team performance. I applied the hypothesis to cricket, a sport in which leaders play an important role in team's success. I generated batting partnership network and evaluated the central-most player in the team, applying tools of social network analysis. Analyzing 3420 matches in one day international cricket and 1979 Test matches involving 10 teams, I examined the impact of centralized leadership in outcome of a contest. I observed that the odds for winning a one day international match under centralized leadership is 30% higher than the odds for winning under de-centralized leadership. In both forms of cricket (Test and one day international), I failed to find evidence that distributed leadership is associated with higher team performance. These results suggest important implications for cricket administrators in development and management of working teams.
@article{mukherjee_leadership_2016,
	title = {Leadership network and team performance in interactive contests},
	volume = {47},
	issn = {0378-8733},
	url = {http://www.sciencedirect.com/science/article/pii/S0378873316300016},
	doi = {10.1016/j.socnet.2016.05.003},
	abstract = {Over the years, the concept of leadership has experienced a paradigm shift – from solitary leader (centralized leadership) to de-centralized leadership or distributed leadership. This paper explores the idea that centralized leadership, as earlier suggested, negatively impacts team performance. I applied the hypothesis to cricket, a sport in which leaders play an important role in team's success. I generated batting partnership network and evaluated the central-most player in the team, applying tools of social network analysis. Analyzing 3420 matches in one day international cricket and 1979 Test matches involving 10 teams, I examined the impact of centralized leadership in outcome of a contest. I observed that the odds for winning a one day international match under centralized leadership is 30\% higher than the odds for winning under de-centralized leadership. In both forms of cricket (Test and one day international), I failed to find evidence that distributed leadership is associated with higher team performance. These results suggest important implications for cricket administrators in development and management of working teams.},
	urldate = {2016-08-28},
	journal = {Social Networks},
	author = {Mukherjee, Satyam},
	month = oct,
	year = {2016},
	keywords = {Centralized leadership, De-centralized leadership, social network analysis, Sports},
	pages = {85--92},
	file = {ScienceDirect Full Text PDF:files/56425/Mukherjee - 2016 - Leadership network and team performance in interac.pdf:application/pdf;ScienceDirect Snapshot:files/56426/S0378873316300016.html:text/html}
}
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