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Journal ArticleDOI

Folding Under Pressure or Rising to the Occasion? Perceived Time Pressure and the Moderating Role of Team Temporal Leadership

TL;DR: In this paper, the authors examined how perceived time pressure affects team processes and subsequent performance under weak versus strong team temporal leadership, and they found that the mediated relationship between time pressure and team performance is non-linear.
Abstract: "Team temporal leadership" orients teams toward managing the time-related aspects of their work. We examine how perceived time pressure affects team processes and subsequent performance under weak versus strong team temporal leadership. The results of our field study of 111 project teams show that the mediated relationship between perceived time pressure and team performance is non-linear. Moreover, this non-linear mediated relationship is moderated by team temporal leadership such that, under strong team temporal leadership, the indirect effect of perceived time pressure on team performance is mostly positive, while, under conditions of weak team temporal leadership, the indirect effect is positive at low levels of perceived time pressure and negative at intermediate to high levels. Implications for current and future time pressure research are also discussed

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Citations
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Journal ArticleDOI
TL;DR: In this article, the authors examined the connections among supervisors' time urgency, their leadership behavior, and subordinate outcomes and found that supervisors with higher time urgency are more likely to exhibit autocratic leadership behavior when they also perceive themselves as having relatively high status among subordinates, but not when perceiving lower status.
Abstract: This study examines the connections among supervisors’ time urgency, their leadership behavior, and subordinate outcomes. Integrating cognitive perspectives on time urgency with contemporary thinking on the psychological experience of status, we reason that supervisors’ time-urgent personality relates positively with their autocratic leadership behavior, and we cast supervisors’ self-perceived status as a moderator of this linkage. Moreover, we enrich this leader-centric perspective with a complementary, more follower-centric view, recognizing that the consequences of supervisors’ time urgency likely extend beyond their own behavior to indirectly affect their subordinates’ well-being at work. We tested our hypotheses using a field sample of 60 supervisors and 277 of their subordinates. Results indicate that (a) supervisors with higher time urgency are more likely to exhibit autocratic leadership behavior when they also perceive themselves as having relatively high status among subordinates, but not when perceiving lower status, and (b) supervisors’ time urgency exhibits a conditional indirect effect (via autocratic leadership) on subordinates’ work stress and time pressure experiences. Hence, this study illustrates an important boundary condition for the consequences of supervisors’ time urgency, and it demonstrates that this personality characteristic not only shapes supervisors’ leadership behavior but also affects the subordinates they are charged with leading.

4 citations

Dissertation
23 Jun 2018
TL;DR: In this paper, the authors investigated the potential benefits and costs of perceived MTM variety at both the individual and team level of enquiry, and they found that challenge stressors will elicit positive responses from individuals and teams alike in the form of positive coping responses such as time management and knowledge integration at the individual level and information elaboration at the team level.
Abstract: Research in multiple team membership is limited. Even more scarce is empirical work in perceived multiple team membership variety (Perceived MTM variety), which is the perceived diversity in the teams’ members belong to. This thesis sought to address the gap in literature by examining the effects of perceived MTM variety on the individual and team outcomes of productivity and innovation. Through the challenge-hindrance framework I investigated the potential benefits and costs of perceived MTM variety at the individual and team level of enquiry. A valid and reliable scale that measured the perceived MTM variety construct was developed as there was no valid scale that psychometrically measures the perceived MTM variety construct. Through a sample of 216 employees in 50 teams from a public sector organisation in Nigeria, I hypothesised that perceived MTM variety at both levels of enquiry will positively predict challenge stressors (time pressure and cognitive demand) and hindrance stressors (role conflict and role ambiguity). I hypothesised that challenge stressors will elicit positive responses from individuals and teams alike in the form of positive coping responses such as time management and knowledge integration at the individual level and information elaboration at the team level. The moderating effect of polychronicity on both group of stressors at the individual level was examined. The obtained findings supported the prediction of a relationship between perceived MTM variety and challenge and hindrance stressors at both the individual level and teamlevel, however, there was no support for the relationship between challenge stressors and positive coping responses. This research did find support for the negative coping responses of hindrance stressors, as team role ambiguity negatively mediated the relationship between perceived team MTM variety and team productivity, role ambiguity at the individual level negatively mediated the relationship between perceived MTM variety and productivity at the individual level. In addition, team members with higher levels of polychronicity experienced higher levels of time pressure.

4 citations


Cites background from "Folding Under Pressure or Rising to..."

  • ...This could be due to the curvilinear effect of time pressure on team processes (Aiken & West, 1991; Maruping et al 2015)....

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  • ...Thus, this research contributes to the team stress literature by confirming that stressors (whether challenge or hindrance) are shared property experienced by the team (Maruping et al,2015; Chong, van Eerde, Chai & Rutte, 2011) and as such can have negative or positive effects on teams....

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  • ...Teams, especially new product development teams often face demanding schedules and expectations to deliver, making time pressure a common practice in the workplace (Maruping et al, 2015)....

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Journal ArticleDOI
TL;DR: In this article , a moderated mediation model was proposed to find that humble leaders indirectly enhance team innovation via greater team reflexivity, and the average level of proactive personality of team members was considered as a boundary condition of the positive effect of leader humility.
Abstract: Despite the recent surge of research on leader humility, it remains unclear how and when teams benefit from it. Drawing on social cognitive theory, we propose a moderated mediation model that we test using multisource, time-lagged data collected from 71 teams in a university-affiliated hospital. We find that humble leaders indirectly enhance team innovation via greater team reflexivity. Additionally, we consider the average level of proactive personality of team members as a boundary condition of the positive effect of leader humility. Our results show that leader humility prompts team reflexivity only when team mean level of proactive personality is high, which in turn increases team innovation. Bridging social cognitive theory with research on humble leadership in teams, our study offers important implications for both theory and practice.

4 citations

Dissertation
01 Jan 2018
TL;DR: This dissertation clarifies individual differences in opportunity recognition as a precursor to starting a new business using a contingency perspective and denies the commonly-held assumption that time pressure and uncertainty adversely affect all individuals.
Abstract: This dissertation clarifies individual differences in opportunity recognition as a precursor to starting a new business. Using a contingency perspective, time pressure and uncertainty are hypothesized to moderate the effects of individual attributes – entrepreneurial self-efficacy, tolerance of uncertainty, and prior experience – on opportunity recognition. This framework answers the question whether certain individuals can leverage tensions to their benefit more than others. In this study, opportunity recognition has been operationalized by two technology-centric tasks and measured as opportunity quantity and quality. A total of 227 usable responses were collected from students enrolled at the Bloch’s REP program through an on-line experiment. I implemented negative binomial and linear regression analyses to measure quantity and quality respectively, and to test the individual differences of the focal variables. The analytical results demonstrate different main effects of entrepreneurial self-efficacy on quantity and quality. More importantly, the results deny the commonly-held assumption that time pressure and uncertainty adversely affect all individuals. My findings reinforce the importance of cultivating tolerance of uncertainty in students and practicing entrepreneurs for effective decision-making under high pressure business situations. This study’s theoretical framework has implications for research on

4 citations


Cites background from "Folding Under Pressure or Rising to..."

  • ...Time pressure relates to the objective clock time (Kunisch, Bartunek, Mueller & Huy, 2017) and is an evaluation of the task environment; i.e., it is a situational contingency (Maruping et al., 2015)....

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  • ..., it is a situational contingency (Maruping et al., 2015)....

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References
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Journal ArticleDOI
TL;DR: In this article, the adequacy of the conventional cutoff criteria and several new alternatives for various fit indexes used to evaluate model fit in practice were examined, and the results suggest that, for the ML method, a cutoff value close to.95 for TLI, BL89, CFI, RNI, and G...
Abstract: This article examines the adequacy of the “rules of thumb” conventional cutoff criteria and several new alternatives for various fit indexes used to evaluate model fit in practice. Using a 2‐index presentation strategy, which includes using the maximum likelihood (ML)‐based standardized root mean squared residual (SRMR) and supplementing it with either Tucker‐Lewis Index (TLI), Bollen's (1989) Fit Index (BL89), Relative Noncentrality Index (RNI), Comparative Fit Index (CFI), Gamma Hat, McDonald's Centrality Index (Mc), or root mean squared error of approximation (RMSEA), various combinations of cutoff values from selected ranges of cutoff criteria for the ML‐based SRMR and a given supplemental fit index were used to calculate rejection rates for various types of true‐population and misspecified models; that is, models with misspecified factor covariance(s) and models with misspecified factor loading(s). The results suggest that, for the ML method, a cutoff value close to .95 for TLI, BL89, CFI, RNI, and G...

76,383 citations


"Folding Under Pressure or Rising to..." refers background in this paper

  • ...…factors (the three team processes) and one second-order factor were within acceptable levels (CFI 5 .95, GFI 5 .95, SRMR 5 .06, RMSEA 5 .07) (Hu & Bentler, 1999), thus suggesting that a superordinate team process variable could be computed by averaging scores for the three team processes…...

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Journal ArticleDOI
TL;DR: In this article, multiple regression is used to test and interpret multiple regression interactions in the context of multiple-agent networks. But it is not suitable for single-agent systems, as discussed in this paper.
Abstract: (1994). Multiple Regression: Testing and Interpreting Interactions. Journal of the Operational Research Society: Vol. 45, No. 1, pp. 119-120.

13,068 citations


"Folding Under Pressure or Rising to..." refers background or methods in this paper

  • ...However, the coefficient on the linear term for time pressure is also negative and significant, suggesting that the inverted U-shape curve has an overall negative trend (Aiken & West, 1991)....

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  • ...In order to reduce possible non-essential multicollinearity, we mean-centered the time pressure variable prior to computing the squared term (Aiken & West, 1991)....

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  • ...…a full inverted U-shape relationship to be supported, the coefficient on the linear term should be nonsignificant and the coefficient on the quadratic term should be negative and significantly different from zero (Aiken & West, 1991). team processes would be moderated by team temporal leadership....

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Journal ArticleDOI
TL;DR: In this article, the authors describe the development and validation of a new instrument, KEYS: Assessing the Climate for Creativity, designed to assess perceived stimulants and obstacles to creativity in organizational work environments.
Abstract: We describe the development and validation of a new instrument, KEYS: Assessing the Climate for Creativity, designed to assess perceived stimulants and obstacles to creativity in organizational work environments. The KEYS scales have acceptable factor structures, internal consistencies, test-retest reliabilities, and preliminary convergent and discriminant validity. A construct validity study shows that perceived work environments, as assessed by the KEYS scales, discriminate between high-creativity projects and low-creativity projects; certain scales discriminate more strongly and consistently than others. We discuss the utility of this tool for research and practice.

5,240 citations

Journal ArticleDOI
TL;DR: A general analytical framework for combining moderation and mediation that integrates moderated regression analysis and path analysis is presented that clarifies how moderator variables influence the paths that constitute the direct, indirect, and total effects of mediated models.
Abstract: Studies that combine moderation and mediation are prevalent in basic and applied psychology research. Typically, these studies are framed in terms of moderated mediation or mediated moderation, both of which involve similar analytical approaches. Unfortunately, these approaches have important shortcomings that conceal the nature of the moderated and the mediated effects under investigation. This article presents a general analytical framework for combining moderation and mediation that integrates moderated regression analysis and path analysis. This framework clarifies how moderator variables influence the paths that constitute the direct, indirect, and total effects of mediated models. The authors empirically illustrate this framework and give step-by-step instructions for estimation and interpretation. They summarize the advantages of their framework over current approaches, explain how it subsumes moderated mediation and mediated moderation, and describe how it can accommodate additional moderator and mediator variables, curvilinear relationships, and structural equation models with latent variables.

3,624 citations


"Folding Under Pressure or Rising to..." refers methods in this paper

  • ...In order to test this hypothesis, we first conducted moderated-mediation analysis following the guidelines of Edwards and Lambert (2007)....

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  • ...In order to test Hypothesis 3, we conducted amoderated-mediation analysis (Edwards & Lambert, 2007) followed by a test of instantaneous indirect effects at varying levels of team temporal leadership (Hayes & Preacher, 2010)....

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Journal ArticleDOI
TL;DR: This article defines team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork.
Abstract: In this article we examine the meaning of team process. We first define team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork. We then advance a taxonomy of team process dimensions synthesized from previous research and theorizing. a taxonomy that reflects our time-based conceptual framework. We conclude with implications for future research and application.

3,015 citations


"Folding Under Pressure or Rising to..." refers background or methods in this paper

  • ...Affect management reflects teams’ efforts to regulate potentially destructive emotions, such as frustration or anger, during mission accomplishment (Marks et al., 2001)....

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  • ...Project teams often perform work that involves multiple tasks that must be managed simultaneously, and each task is made up of multiple, interrelated subtasks (Marks et al., 2001; McGrath, 1991)....

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  • ...Interpersonal processes do not occur in phases and involve team efforts to manage conflict, develop and maintain a sense of collective motivation, and regulate team members’ affect (Marks et al., 2001)....

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  • ...We posit that temporal leadership plays an important role in directing teams’ attention to the need for team processes, defined as task management processes that teams use to handle interdependencies between the multiple tasks for which they are responsible (Marks et al., 2001)....

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  • ...” We posit that temporal leadership plays an important role in directing teams’ attention to the need for team processes, defined as task management processes that teams use to handle interdependencies between the multiple tasks for which they are responsible (Marks et al., 2001)....

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Trending Questions (1)
What are the most effective time management strategies for project teams?

The provided paper does not explicitly mention the most effective time management strategies for project teams. The paper focuses on examining the effects of perceived time pressure on team processes and performance, and the moderating role of team temporal leadership.