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One Tie to Capture Advice and Friendship: Leader Multiplex Centrality Effects on Team Performance Change

Clarke, R; Richter, A; Kilduff, M; (2022) One Tie to Capture Advice and Friendship: Leader Multiplex Centrality Effects on Team Performance Change. Journal of Applied Psychology 10.1037/apl0000979. (In press). Green open access

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Abstract

Because leaders’ authority is often insufficient to change team performance, formal team leaders seek informal influence through the occupation of central positions in social networks. Prior research focuses on leader centrality involving simplex ties, i.e., either friendship or advice, to the neglect of multiplex ties that involve the overlap of friendship and advice. Friendship and advice ties offer different but complementary resources, so leader centrality in one but not the other network limits leader influence. We provide theory and evidence concerning how leader multiplex centrality affects team performance improvement, particularly if leaders are embedded in team social contexts with sparse friendship and numerous adversarial ties. The research context involved 84 on-going public university service teams headed by formal leaders. Our results show the importance of leader multiplex centrality relative to leader simplex centrality. First, leader multiplex centrality predicted team performance change over a two-year period more strongly than leader centrality in either the advice or the friendship team network. Second, leader multiplex centrality positively predicted team performance change for teams featuring dense adversarial networks or sparse friendship networks. It is not sufficient, therefore, for leaders to be either liked or regarded as expert. It is the integration of both advice and friendship in one tie between the leader and followers that facilitates performance change.

Type: Article
Title: One Tie to Capture Advice and Friendship: Leader Multiplex Centrality Effects on Team Performance Change
Open access status: An open access version is available from UCL Discovery
DOI: 10.1037/apl0000979
Publisher version: https://www.apa.org/pubs/journals/apl/index
Language: English
Additional information: This version is the author accepted manuscript. For information on re-use, please refer to the publisher’s terms and conditions.
Keywords: social networks; Embeddedness; Multiplex Centrality; Leadership; Team Performance Change
UCL classification: UCL
UCL > Provost and Vice Provost Offices > UCL BEAMS
UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of Engineering Science
UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of Engineering Science > UCL School of Management
URI: https://discovery.ucl.ac.uk/id/eprint/10134686
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