Leadership Network and Team Performance in Interactive Contests
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ID: 281935
2016
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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.
| Reference Key |
mukherjee2016leadership
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|---|---|
| Authors | Satyam Mukherjee |
| Journal | arXiv |
| Year | 2016 |
| DOI |
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