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 paper, a review article uses Johns's (2006) categorical framework to fully portray the leadership context and systematically reviews the existing theoretical frameworks and empirical findings for the impact of context.
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TL;DR: Wang et al. as mentioned in this paper found that CEOs' time urgency is positively related to their temporal leadership, which in turn is positively associated with corporate entrepreneurship, a key strategic behavior.
Abstract: How CEOs think and feel about time may have a big influence on their firms’ strategies. We examine how two distinct CEO temporal dispositions—time urgency (the feeling of being chronically hurried) and pacing style (one’s pattern of effort over time in working toward deadlines)—each influence corporate entrepreneurship, a key strategic behavior. We propose that CEOs’ temporal leadership—how they manage the temporal aspects of top management teams’ activities—mediates the relationships between their temporal dispositions and corporate entrepreneurship—firms’ innovation, corporate venturing, and strategic renewal activities. Using a sample of 129 small and medium-sized Chinese firms, we find that CEOs’ time urgency is positively related to their temporal leadership, which in turn is positively related to corporate entrepreneurship. We also examine the effects of three distinct pacing styles: early-action, meaning the CEO exerts the most effort early in the task process and relaxes as the deadline nears; ste...
125 citations
Cites background from "Folding Under Pressure or Rising to..."
...Team leaders create a coherent temporal framework to ensure that each team member carries out the assigned action at the appropriate time, and they continually adjust this framework to accommodate gaps, delays, and deviations (Maruping et al., 2015)....
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...Therefore, temporal leadership is conceptualized as a unified and coherent construct (Mohammed and Nadkarni, 2011; Maruping et al., 2015)....
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...Team leaders prioritize the team’s task goals, efficiently allocate time to different subtasks, and create built-in blocks of time for unexpected contingencies (Maruping et al., 2015)....
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...Originating in the time, interaction, and performance (TIP) theory, temporal leadership has strong theoretical foundations and has received growing academic attention (Mohammed and Nadkarni, 2011; Maruping et al., 2015 )....
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...Temporal leadership behaviors have been shown to enhance teams’ performance (Mohammed and Nadkarni, 2011) and determine how effectively teams respond to time pressure (Maruping et al., 2015)....
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TL;DR: It is found that the appraisal of job demands (time urgency, role conflict, and emotional demands) as a challenge moderated the associations between these demands and burnout/engagement and researchers should include appraisal more systematically in their theorizing and research on the effects ofJob demands on well-being.
Abstract: Background and objectives: Many job stress models assume that all workers experience a particular job demand in the same way – an assumption that may or may not be warranted and that has ra...
45 citations
References
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TL;DR: In this article, the authors examined whether groups were better able to meet deadlines when group members agreed on the temporal aspects of their task and explored two antecedents of shared temporal cognitions: the similarity in group members' pacing styles and the exchange of temporal reminders.
Abstract: Nous nous sommes demandes, dans cette etude, si les groupes etaient mieux a meme de respecter les delais quand leurs membres partageaient les memes cognitions temporelles, c’est-a-dire quand ils s’accordaient sur les dimensions temporelles de leur tâche. Dans une etude longitudinale portant sur 31 groupes, nous avons etudie l’effet des cognitions temporelles partagees sur le respect d’un delai et explore deux antecedents des cognitions temporelles partagees: la coherence des rythmes des membres du groupe et l’echange des rappels concernant le temps. Nos resultats montrent que ces deux facteurs ont un impact sur les cognitions temporelles partagees et cela a differentes etapes du travail collectif. De plus, il est apparu que les cognitions temporelles partagees pouvaient aussi bien faciliter que contrecarrer le respect des delais: cela depend des rythmes des membres du groupe. In this study, we examined whether groups were better able to meet deadlines when group members had shared temporal cognitions, that is, when they agreed on the temporal aspects of their task. In a longitudinal study involving 31 groups, we studied the effect of shared temporal cognitions on meeting a deadline and explored two antecedents of shared temporal cognitions: the similarity in group members’ pacing styles and the exchange of temporal reminders. Our findings suggest that both antecedents are relevant to shared temporal cognitions, be it at different stages of group collaboration. Furthermore, we found that shared temporal cognitions may either facilitate or impede meeting a deadline, depending on the content of group members’ pacing styles.
134 citations
"Folding Under Pressure or Rising to..." refers background in this paper
...When team leaders raise awareness of the need to synchronize activities, teams are likely to respond to time pressure by attending to the coordination and timing of tasks and subtasks (Gevers et al., 2006)....
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...Building such capabilities early on can pay dividends at later task stages, when temporal constraints increase, as teams will be equipped to handle such issues on their own (Gevers et al., 2006, 2009)....
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TL;DR: In this article, the authors integrate research on social aspects of time, leadership, and innovation into a competency-based model, and suggest that awareness of temporal complexity has a significant impact on the leader competency set that is critical to lead people effectively in innovation-focused projects.
Abstract: Time has become an integral part of our understanding of the context of organizations, particularly as the pace of change in business models continues to mirror the relatively fast evolution of technology. The importance of time is particularly magnified in the social context of organizational creativity, as innovation has become the key strategic orientation of organizations attempting to achieve a sustained competitive advantage in today's knowledge-rich and hypercompetitive global environment. This paper integrates research on social aspects of time, leadership, and innovation into a competency-based model. We suggest that awareness of temporal complexity dimensions has a significant impact on the leader competency set that is critical to lead people effectively in innovation-focused projects.
134 citations
132 citations
"Folding Under Pressure or Rising to..." refers background in this paper
...Janicik and Bartel (2003) noted that temporal awareness trains teams to respond effectively to temporal conditions such as time pressure....
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TL;DR: In this article, the authors performed the Winter Survival exercise (which supposes a plane crash in the wilderness in winter) and found that the seeking of task-relevant information through the purchase of clues was the only direct predictor of group performance.
Abstract: Fifty-six 3-person groups performed the Winter Survival exercise (which supposes a plane crash in the wilderness in winter). Assigned goals (in terms of deviation of the groups' ranking of the relative importance of various survival objects from experts' ranking) and time pressure were manipulated. Group-set goal difficulty, group efficacy, perceived time pressure, information seeking (i.e., knowledge seeking regarding the task through the "purchase" of clues), and group performance were assessed. Perceived time pressure negatively affected group efficacy (p < .10). Both assigned goals and group efficacy influenced the level of group-set goals, which in turn affected group information seeking. The seeking of task-relevant information through the purchase of clues was the only direct predictor of group performance.
131 citations
"Folding Under Pressure or Rising to..." refers methods in this paper
...A four-item scale by Durham et al. (2000) was adapted to assess time pressure....
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TL;DR: In this paper, the impact of scholarly research on internal stakeholders (i.e., other members of the Academy) cannot be equated with impact on external stakeholders (e.g., those outside the Academy).
Abstract: Executive Overview Scholarly impact is one of the strongest currencies in the Academy and has traditionally been equated with number of citations—be it for individuals, articles, departments, universities, journals, or entire fields. Adopting an alternative definition and measure, we use number of pages as indexed by Google to assess scholarly impact on stakeholders outside the Academy. Based on a sample including 384 of the 550 most highly cited management scholars in the past three decades, results show that scholarly impact is a multidimensional construct and that the impact of scholarly research on internal stakeholders (i.e., other members of the Academy) cannot be equated with impact on external stakeholders (i.e., those outside the Academy). We illustrate these results with tables showing important changes in the rank ordering of individuals based on whether we operationalize impact considering internal stakeholders (i.e., number of citations) or external stakeholders (i.e., number of non-.edu Web ...
122 citations