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

Abstract The social network perspective provides a valuable lens to understand the effectiveness of team leaders. In understanding leadership impact in networks, an important question concerns structural influence leader centrality advice-giving networks on performance. Taking inconsistent evidence for positive relationship and as starting point, we suggest that is contingent needs meet communication coordination challenges, which argue are larger teams. Developing our analysis, examine mediating role member collaboration performance moderated by size. Based multi-source dataset 542 employees 71 leaders, found related positively teams but negatively smaller Results supported mediated moderation model via teams, not