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 performance), and are more committed to staying together (team viability). In addition, teams with leaders who are central in the intrateam network, and teams that are central in the intergroup network, tend to be more productive. Temporal features and the content of ties moderate social network-- team task performance connections. Results augur for stronger incorporation of network concepts into theories about team effectiveness
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