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Journal Article•DOI•

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

Likoebe M. Maruping1, Viswanath Venkatesh2, Sherry M. B. Thatcher3, Pankaj C. Patel4•
Georgia State University1, University of Arkansas2, University of South Carolina3, Ball State University4
03 Oct 2014-Academy of Management Journal (Academy of Management)-Vol. 58, Iss: 5, pp 1313-1333
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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Organizational Stress. A Review and Critique of Theory, Research, and Applications

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M. J. Gorgievski-Duijvestezjn
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Theory Building A Review and Integration

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Dean A. Shepherd1, Roy Suddaby2•
Indiana University1, University of Victoria2
01 Jan 2017-Journal of Management
TL;DR: In this paper, a systematic review of the literature on theory building in management around the five key elements of a good story is presented, namely conflict, character, setting, sequence, and plot and arc.

330 citations

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Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes.

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Burak Oc1•
University of Western Australia1
01 Dec 2017-Leadership Quarterly
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.
Abstract: With roots dating back to Fiedler’s (1978) contingency model, contextual leadership has been one of the most trending topics in leadership research over the last decade. However, although roughly 500 studies have examined the impact of context on leadership and its outcomes, there is neither a systematic approach to nor agreement regarding what constitutes the context for leadership. This is surprising, considering the central role that context plays in leadership: Leadership does not occur in a vacuum, but rather exists in a context where leaders function. This 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. When called for, this review also integrates related streams of research (e.g., institutional theory). Finally, the article summarizes the general trends in the study of contextual leadership and suggests future directions, offering ideas to help meaningfully structure the voluminous and diverse body of research on the leadership context.

188 citations

Journal Article•DOI•
It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship

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Jianhong Chen1, Sucheta Nadkarni2•
University of New Hampshire1, University of Cambridge2
01 Mar 2017-Administrative Science Quarterly
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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Journal Article•DOI•
Challenge and hindrance appraisals of job demands: one man’s meat, another man’s poison?

[...]

Peikai Li1, Toon W. Taris1, Maria C. W. Peeters1•
Utrecht University1
03 Oct 2019-Anxiety Stress and Coping
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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Journal Article•DOI•
When is an Hour Not 60 Minutes? Deadlines, Temporal Schemata, and Individual and Task Group Performance

[...]

Giuseppe Labianca1, Henry Moon1, Ian Watt2•
Emory University1, Tulane University2
01 Aug 2005-Academy of Management Journal
TL;DR: This article investigated variation in how deadlines are experienced based on whether they match culturally entrained milestones and found that prototypical and atypical starting times performed better than those of groups with stereotypical starting times.
Abstract: We investigated variation in how deadlines are experienced based on whether they match culturally entrained milestones. Consequences for task performance were also examined. We manipulated starting times on two experimental tasks as prototypical (e.g., 4:00 p.m.) or atypical (e.g., 4:07 p.m). In one experiment, each of 20 task groups was to create a television commercial in one hour. Groups' time pacing and performance varied significantly, and groups with prototypical starting times performed better. In a second experiment, 73 individuals were to divide time equally between two tasks. Individuals with atypical starting times performed more poorly on their second tasks.

74 citations

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

  • ...Labianca et al. (2005) found that teams are not naturally equipped to handle temporal constraints, such as time pressure, and this may disrupt their existing temporal schema, especially when weak temporal leadership is present....

    [...]

Journal Article•DOI•
Task complexity effects on non-task-related movements: A test of activation theory.

[...]

Donald G. Gardner1•
University of Colorado Colorado Springs1
01 Apr 1990-Organizational Behavior and Human Decision Processes
TL;DR: In this paper, the authors tested the activation theory-based predictions that variation in task complexity affects experienced activation level, which in turn affects performance, satisfaction, and the number of non-task-related movements made by task performers.

68 citations

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

  • ...Baer and Oldham (2006) suggested that intermediate levels of time pressure are optimal for facilitating the experience of activation—the stimulation or arousal that motivates individuals to engage with the task at hand (Gardner, 1990)....

    [...]

Journal Article•DOI•
Ideal Cycles of Communication (or Cognitions) in Triads, Dyads, and Individuals

[...]

Franziska Tschan
01 Dec 2002-Small Group Research
TL;DR: The relationship between the quality of communication cycles and performance was tested for triad and dyads, and the relationship between cycle quality and performance for individuals were tested for individuals as mentioned in this paper.
Abstract: The relationship between the quality of communication cycles and performance was tested for triad and dyads, and the relationship between thought cycles and performance was tested for individuals. High-quality cycles conform to an ideal structure. This means that they start with action preparatory functions (orientation or planning) and end with the evaluation of a behavior performed. It was hypothesized that quality of cycles predicts performance above and beyond other process variables. For triads, a significant amount of additional variance in performance was explained by cycle quality after accounting for the effect of number of cycles communicated and cycle length (Study 1). The main findings are replicated for dyads (Study 2). In Study 3, individual actors performing the same task were asked to think aloud, and the protocols were analyzed in the same manner as group communication. Again, quality of thought cycles was related to higher performance, indicating similar functions of thinking for individ...

68 citations

Journal Article•DOI•
A Double-Edged Sword: The Effects of Challenge and Hindrance Time Pressure on New Product Development Teams

[...]

Darrel S F Chong1, Wendelien van Eerde2, Kah-Hin Chai1, CG Christel Rutte3•
National University of Singapore1, University of Amsterdam2, Tilburg University3
01 Feb 2011-IEEE Transactions on Engineering Management
TL;DR: Team identification is found to sustain team coordination, especially for teams facing hindrance time pressure, and indicates that teams that possess strong team identification could be positioned strategically in projects where time pressure is intense and where the stakes are high.
Abstract: Bringing new products to market requires team effort. New product development teams often face demanding schedules and high deliverable expectations, making time pressure a common experience at the workplace. Past literature have generally associated the relationship between time pressure and performance based on the inverted-U model, where low and high levels of time pressure are related to poor performance. However, teams do not necessarily perform worse when the levels of time pressure are high. In contrast, there are numerous examples of high-performance teams in intense time-pressure situations. The purpose of this study is to reconcile some of the discrepancies concerning the effects of time pressure by considering the nature of stress. This study is also designed to investigate time pressure at team level-an area that is not well investigated. A model of 2-D time pressure, i.e., challenge and hindrance time pressure, was developed. Data are collected based on a two-part electronic survey from 81 new product development teams (500 respondents) in Western Europe. The results showed challenge and hindrance time pressure to improve and deteriorate team performance, respectively. At the same time, we also found team coordination to partially mediate the time-pressure-team-performance relationships. Furthermore, team identification is found to sustain team coordination, especially for teams facing hindrance time pressure. This indicates that teams that possess strong team identification could be positioned strategically in projects where time pressure is intense and where the stakes are high. Other implications with respect to theory and practice are discussed.

55 citations

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

  • ...…it is also somewhat incomplete, as it fails to explain why some research finds a negative linear effect of time pressure on team performance (e.g., Driskell et al., 1999) and other research shows that some teams are able to perform well under high levels of time pressure (e.g., Chong et al., 2011)....

    [...]

  • ...In a field study of new product development teams, Chong et al. (2011) found that, when experienced as a motivator, time pressure positively influenced team coordination and performance....

    [...]

  • ...Consequently, they often adopt an avoidance strategy, enabling time pressure to disrupt team coordination and backingup behavior (Chong et al., 2011; Driskell et al., 1999)....

    [...]

  • ...Chong et al. (2011) found that the more team members perceived time pressure as a motivational challenge, the more likely they were to engage in the coordination activities necessary to complete their tasks....

    [...]

  • ...High levels of time pressure also reduce the likelihood that teams discuss the timing and sequencing of task execution, as teammates are unlikely to coordinate their work (Chong et al., 2011)....

    [...]

Journal Article•DOI•
What Is Too Much or Too Little? The Curvilinear Effects of Job Tension on Turnover Intent, Value Attainment, and Job Satisfaction

[...]

Suzanne Zivnuska1, Christian Kiewitz2, Wayne A. Hochwarter1, Pamela L. Perrewé1, Kelly L. Zellars3 •
Florida State University1, University of Dayton2, University of North Carolina at Charlotte3
01 Jul 2002-Journal of Applied Social Psychology
TL;DR: This paper found that experienced job tension would predict turnover intent, value attainment, and job satisfaction, and that this relationship would be nonlinear, while explaining additional variance beyond that contributed by demographic factors, role stressors, and linear tension terms.
Abstract: This study addressed 2 relatively unexplored issues in the current job stress literature. First, a significant body of research has substantiated a curvilinear relationship between job tension and performance without examining the potential impact of work stress on other important outcomes. Second, past research has failed to control for the influence of role stressors and other important variables that might alter the job-tension/work-outcomes relationship. We hypothesized that experienced job tension would predict turnover intent, value attainment, and job satisfaction, and that this relationship would be nonlinear. Data gathered from 270 hotel managers confirmed our hypotheses. Notably, tension predicted turnover intent (U shape), value attainment (inverted-U shape), and job satisfaction (inverted-U shape) in the expected manner, while explaining additional variance beyond that contributed by demographic factors, role stressors, and linear tension terms. Implications of these findings for theory and practice, as well as avenues for future research are provided.

54 citations

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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.

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