When Team Members Perceive Task Interdependence Differently: Exploring Centrality Asymmetry and Team Success

In this article, we examine the construct of perceived task interdependence and propose that there is variation in how members perceive interdependence with one another, even within the same team. In particular, we introduce centrality asymmetry-the extent to which members differ in their perception...

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Bibliographic Details
Published in:Group dynamics 2018-03, Vol.22 (1), p.16-31
Main Authors: Sackett, Esther, Cummings, Jonathon N.
Format: Article
Language:English
Subjects:
Asymmetry
Employee Attitudes
Female
Human
Interdependence
Male
Regression analysis
Social Networks
Task
Teams
Test Construction
Work Teams
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Summary:In this article, we examine the construct of perceived task interdependence and propose that there is variation in how members perceive interdependence with one another, even within the same team. In particular, we introduce centrality asymmetry-the extent to which members differ in their perceptions of how central they are in the team's task interdependence network relative to how central other members see them. Using field data (interviews, team surveys, and executive ratings) from 2,222 members across 319 teams in a large corporation, we test hypotheses regarding the relationship between centrality asymmetry and team success. We find that teams with more centrality asymmetry are less successful, above and beyond the level of perceived task interdependence centrality and variation in perceived task interdependence centrality on the team. We discuss the implications of our findings for future theory and research on task interdependence in teams.
ISSN:1089-2699
1930-7802
DOI:10.1037/gdn0000079