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This paper addresses two important questions concerning social fragmentation in work teams. First, from where do disconnections between team members, measured in terms of the proportion of structural holes within the work team, derive? Second, what are the consequences for team performance of having more or less structural holes between team members? In(More)
When leaders interact in teams with their subordinates, they build social capital that can have positive effects on team performance. Does this social capital affect team performance because subordinates come to see the leader as charismatic? We answered this question by examining 2 models. First, we tested the charisma-to-centrality model according to(More)
How do social network structures of teams, leaders and members help or hinder effectiveness? We answer that question via a meta-analysis of 31 studies with 67 effect sizes spanning six decades and involving 2618 teams working in natural contexts. Teams with dense rather than sparse configurations of interpersonal ties better attain their goals (team task(More)
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