PROJECT MANAGER CENTRALITY IN EFFECTING SOFTWARE DEVELOPMENT TEAM PERFORMANCE

Abstract

This dissertation proposed and tested a theoretical model that considered the project manager centrality as a moderator on the relationship between team cohesion and team performance. Self-administered questionnaires were sent to 150 members of 8 software development teams and yielded a response rate of 91% (136 members). It was found that the teams with a high centrality project manager in task-advice network had higher team cohesion-performance relationship than the teams with a low centrality project manager. The result also suggested that the managers whose teams with a high centrality members and cohesive subgroups had low team performance. However, the research did not find the effect of project manager centrality in friendship network on the relationship between team cohesion and team performance. The findings from this research would extend the knowledge on team’s social network studies by suggesting that the high centrality project manager enhances the team cohesion-performance relationship. The high centrality project manager shares task-oriented leader characteristic that focuses in driving the team’s works. Such characteristic reveals that the project manager can maximize the utility of team cohesion in achieving team performance.