Abstract
Earlier research has shown a relationship between various forms of structural centrality and perceived leadership and role satisfaction in small experimental groups. The limited amount of research on this topic in naturally occurring social networks has yielded results that often conflict with one another. Different results have generally been attributed to possible differences in task environments. This paper examines the relationship between two types of structural centrality and perceived influence, role satisfaction, and perceived effectiveness in an environmental resource management program. Findings in this paper suggest that the observed differences in relationships between the network and other variables is partly a function of global network properties (e.g., marginality of subgroups) and related task environments.
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