scispace - formally typeset
Search or ask a question
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

Content maybe subject to copyright    Report

Citations
More filters
Journal ArticleDOI
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

Journal ArticleDOI
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 ArticleDOI
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)....

    [...]

  • ...Therefore, temporal leadership is conceptualized as a unified and coherent construct (Mohammed and Nadkarni, 2011; Maruping et al., 2015)....

    [...]

  • ...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)....

    [...]

  • ...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 )....

    [...]

  • ...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)....

    [...]

Journal ArticleDOI
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
More filters
Journal ArticleDOI
TL;DR: In this article, the authors present a multilevel organizational theory, research, and methods for multi-organizational theory, methods, and research, as well as appropriate ways to conceptualize and conceptualize them.
Abstract: Although interest in multilevel organizational theory, research, and methods has been on the rise in recent years, vigorous debates in the literature regarding appropriate ways to conceptualize and...

1,325 citations


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

  • ...Social interactions underscore the primary process underlying the emergence of such properties (Klein & Kozlowski, 2000)....

    [...]

Journal ArticleDOI
TL;DR: In this article, the authors present a theory of groups, which takes a more molarperspective on groups than has often been the case in group research, and gives special emphasis to temporal processes in group interaction and task performance.
Abstract: This article presents a theory of groups. The theory takes a more molarperspective on groups than has often been the case in group research. It gives special emphasis to temporal processes in group interaction and task performance. The three main sections of the article present the theory as a series of propositions about the nature of groups, temporal processes in group behavior, and temporal aspects of interaction, respectively. The final section presents brief comments on some implications and potential applications of the theory.

1,057 citations


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

  • ...Teamwork often requires multiple tasks to be executed simultaneously, sequentially, or reciprocally (Marks, Mathieu, & Zaccaro, 2001; McGrath, 1991)....

    [...]

  • ...McGrath (1991) casts time as an environmental driver that shapes how teams manage the bundles of activities that constitute their work....

    [...]

  • ...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)....

    [...]

  • ...These processes are enacted over multiple interaction episodes, and, as tasks are not carried out in isolation, they often overlap with each other and last for varying durations (McGrath, 1991)....

    [...]

Journal ArticleDOI
TL;DR: In this paper, the authors summarize the literature and advance research and theory by focusing on leadership processes within a team and describing how team leadership can arise from four distinct sources inside and outside a team.

912 citations


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

  • ...Gevers and colleagues (2006) argued that temporal reminders trigger teams to attend to such temporal aspects of task execution when the pressure of a deadline exists and team leaders are able to issue and enforce reminders (Mohammed & Nadkarni, 2011; Morgeson et al., 2010)....

    [...]

Journal ArticleDOI
TL;DR: The authors describe a qualitative study of how people use their time at work, why they use it this way, and whether their way of using time is optimal for them or their work groups.
Abstract: This paper describes a qualitative study of how people use their time at work, why they use it this way, and whether their way of using time is optimal for them or their work groups. Results of a n...

855 citations


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

  • ...In contrast, in less successful teams, team members withdraw from task management activities under time pressure and focus on their own task assignments (e.g., Driskell et al., 1999; Perlow, 1999)....

    [...]

  • ...First, although intermediate levels of time pressure activate team members to be engaged with their tasks, frustration and anger can set in, as they lack the ability to handle the task challenges posed by such pressure (Perlow, 1999)....

    [...]

  • ...Other empirical studies at the team level show time pressure having a negative effect on performance (e.g., Driskell et al., 1999; Perlow, 1999)....

    [...]

  • ...…feature of organizational work (Gersick, 1988; Gevers, Rutte, & van Eerde, 2006; Waller, Zellmer-Bruhn, & Giambatista, 2002) and has been found to affect behavior and performance in teams (e.g., Chong et al., 2011; Karau & Kelly, 1992; Kelly & Loving, 2004; Pearsall et al., 2009; Perlow, 1999)....

    [...]

  • ...Time pressure is a common feature of organizational work (Gersick, 1988; Gevers, Rutte, & van Eerde, 2006; Waller, Zellmer-Bruhn, & Giambatista, 2002) and has been found to affect behavior and performance in teams (e.g., Chong et al., 2011; Karau & Kelly, 1992; Kelly & Loving, 2004; Pearsall et al., 2009; Perlow, 1999)....

    [...]

Journal ArticleDOI
TL;DR: In this article, the authors developed a set of X,Y configurations that describe the main ways that causal relationships are represented in theory and tested in research, and discussed the implications of this analysis for constructing better organizational theories.
Abstract: In any investigation of a causal relationship between an X and a Y, the time when X and Y are measured is crucial for determining whether X causes Y, as well as the true strength of that relationship. Using past research and a review of current research, we develop a set of X,Y configurations that describe the main ways that causal relationships are represented in theory and tested in research. We discuss the theoretical, methodological, and analytical issues pertaining to when we measure X and Y and discuss the implications of this analysis for constructing better organizational theories.

822 citations


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

  • ...…whether time pressure is inherently good or bad for performance, our research suggests that it would be more informative for theory to focus on explaining the circumstances under which time pressure has a negative versus positive influence for individuals and teams (Mitchell & James, 2001)....

    [...]

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.