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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TL;DR: In this article, the authors identify the determinants of team engagement emerging as a collective team-level phenomenon under time pressure context and further add to the understanding of team processes by theoretically exploring how time pressure as a job demand can be channeled in a positive manner for promoting team engagement.
Abstract: Purpose
This paper aims to identify the determinants of team engagement emerging as a collective team-level phenomenon under time pressure context. The paper particularly explores how teams working under time pressure conditions use their social resources to develop into highly engaged teams.
Design/methodology/approach
The paper develops a conceptual framework along with related propositions by integrating diverse literature from the field of team processes, leadership and engagement. The arguments are theoretically embedded into the job demands-resources (JD-R) model to explain the emergence of team engagement under time pressure conditions.
Findings
The suggested conceptual model based on the JD-R model reveal that teams working under time pressure conditions view it as a challenging job demand and, hence, use their social resources as a coping mechanism, thereby developing into highly engaged teams. However, the paper finds that for team engagement to emerge under time pressure, teams require two important determinants. These two main determinants are team leader engaging behaviors and team climate. Engaging team leader’s behaviors include four sub-components: emotional agility, use of humor, efficient delegation and quality of feedback. Team climate constitute three sub-components: open communication, fun at work and compassion within the team. Only teams which have a strong team climate and team leaders’ engaging behaviors tend to have high team engagement under time pressure contexts.
Research limitations/implications
The paper offers implications for both HR and line managers in team-based organizations to promote factors that enhance team engagement, for teams to perform under time pressure situations.
Originality/value
The paper identifies determinants of team engagement under time pressure context and further adds to the understanding of team processes by theoretically exploring how time pressure as a job demand can be channeled in a positive manner for promoting team engagement by using teams’ social resources: team leader’s engaging behaviors and team climate.
17 citations
TL;DR: The findings show that TMT temporal leadership has a positive effect on innovation ambidexterity and temporal conflict mediates this relationship.
Abstract: This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves innovation ambidexterity.,Using a questionnaire survey, data were collected from 165 small- and medium-sized enterprises in China. Ordinary least squares regression models were applied to test the hypotheses.,The findings show that TMT temporal leadership has a positive effect on innovation ambidexterity and temporal conflict mediates this relationship. Market dynamism and institutional support moderate the indirect effect of TMT temporal leadership on innovation ambidexterity.,Managers wishing to promote exploration and exploitation simultaneously should pay attention to the temporal aspects of their innovation strategy and improve their temporal leadership activities.,This study highlights the temporal conflicts in ambidexterity and clarifies the enabling role of TMT temporal leadership. It contributes new insights to the research on organizational ambidexterity and strategic leadership.
16 citations
Posted Content•
TL;DR: In this article, the authors find that the ability to cope with time pressure varies significantly across decision makers, leading to selected subgroups that differ in terms of their observed behaviors and personal traits, and measures of cognitive ability and intellectual efficiency jointly predict individuals' decision quality and ability to keep their decision strategy under time pressure.
Abstract: Time pressure is a central aspect of economic decision making nowadays. It is therefore natural to ask how time pressure affects decisions, and how to detect individual heterogeneity in the ability to successfully cope with time pressure. In the context of risky decisions, we ask whether a person\'s performance under time pressure can be predicted by measurable behavior and traits, and whether such measurement itself may be affected by selection issues. We find that the ability to cope with time pressure varies significantly across decision makers, leading to selected subgroups that differ in terms of their observed behaviors and personal traits. Moreover, measures of cognitive ability and intellectual efficiency jointly predict individuals\' decision quality and ability to keep their decision strategy under time pressure.
16 citations
TL;DR: The relationship between team temporal leadership and performance has attracted the attention of both academics and practitioners as discussed by the authors, and studies of team temporal leaders have generally been focused on team temporal performance and performance.
Abstract: The relationship between team temporal leadership and performance has attracted the attention of both academics and practitioners. Theories and studies of team temporal leadership have generally fo...
16 citations
TL;DR: Wang et al. as discussed by the authors investigated the influence of time pressure on the emotional exhaustion of front-line healthcare workers, and explore the effects of social sharing and cognitive reappraisal on this.
Abstract: With the increasing spread of COVID-19, healthcare workers, especially front-line medical staff, have become more vulnerable to emotional exhaustion. This study aimed to determine the influence of time pressure on the emotional exhaustion of front-line healthcare workers, and explore the effects of social sharing and cognitive reappraisal on this. This cross-sectional study was conducted in March 2020. A total of 232 questionnaires were completed by front-line healthcare workers in Wuhan city, Hubei province, China. Hierarchical linear regression and conditional process analysis were performed to explore the relationships among time pressure, social sharing, cognitive reappraisal, and emotional exhaustion. Time pressure was positively associated with social sharing and emotional exhaustion. Social sharing presented the dark side, a negative effect that was always kept concealed, in terms of the impact on emotional exhaustion. Cognitive reappraisal negatively moderated the relationship between time pressure and social sharing, and it further indirectly influenced the relationship between time pressure and emotional exhaustion through social sharing. Our findings shed light on how time pressure influences the emotional exhaustion of healthcare workers during the COVID-19 period. Although social sharing is commonly regarded as a positive behavior, we identified a dark side in terms of its impact. We also identified that improving cognitive reappraisal may present a positive strategy toward alleviating emotional exhaustion.
16 citations
References
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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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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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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
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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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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