Leader Network Centrality and Team Performance: Team Size as Moderator and Collaboration as Mediator

Yingjie Yuan*, Daan Van Knippenberg

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

7 Citations (Scopus)
18 Downloads (Pure)


The social network perspective provides a valuable lens to understand the effectiveness of team leaders. In understanding leadership impact in team networks, an important question concerns the structural influence of leader centrality in advice-giving networks on team performance. Taking the inconsistent evidence for the positive relationship of network centrality and leadership effectiveness as a starting point, we suggest that the positive impact of leader centrality in advice-giving networks is contingent on team needs for leadership to meet communication and coordination challenges, which we argue are larger in larger teams. Developing our analysis, we examine the mediating role of member collaboration in the relationship of leader network centrality and team performance as moderated by team size. Based on a multi-source data set of 542 employees and 71 team leaders, we found that leader centrality in advice-giving networks related positively to team performance in larger teams but negatively in smaller teams. Results supported the mediated moderation model via member collaboration in smaller teams, but not in larger teams.
Original languageEnglish
Pages (from-to)283-296
Number of pages14
JournalJournal of Business and Psychology
Early online date24-Mar-2021
Publication statusPublished - Apr-2022

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