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• W3105486542 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." @default.
• W3105486542 created "2020-11-23" @default.
• W3105486542 creator A5024281650 @default.
• W3105486542 date "2016-10-01" @default.
• W3105486542 modified "2023-10-18" @default.
• W3105486542 title "Leadership network and team performance in interactive contests" @default.
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• W3105486542 doi "https://doi.org/10.1016/j.socnet.2016.05.003" @default.
• W3105486542 hasPublicationYear "2016" @default.
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