Unlocking the Influence of Leadership Network Structures on Team Conflict and Viability

By Prasad Balkundi, Z. Barsness, J. Michael. 2009

93 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/54a12167c5e2d82c1556c0b4cfaeadc261fd3151

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Jia Hu
2. R. Liden
3. Fadel K. Matta
4. John Antonakis
5. Adam M. Grant
6. M. Bolino
7. Linn van Dyne
8. Upasna A. Agarwal

In Sociology and Political Science

1. Jia Hu
2. R. Liden

In Strategy and Management

1. Jia Hu
2. R. Liden

Citations in the corpus

• Embracing Complexity: Reviewing the Past Decade of Team Effectiveness Research (2019, unknown): “…team viability was higher for teams high in leader centrality, whereas teams with leaders high in normalized betweenness centrality experienced the opposite effect (Balkundi et al. 2009). degree centrality were viewed as charismatic, which was then positively associated with team task performance.”
• Making a Difference in the Teamwork: Linking Team Prosocial Motivation to Team Processes and Effectiveness (2014, background): “Indeed, as Balkundi and Harrison (2006) found in their meta-analysis, teams with denser networks of expressive ties in which members have stronger emotional relationships demonstrate higher team viability.”