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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
01 Jan 2003-Organization Studies

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Journal Article•DOI•
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

Journal Article•DOI•
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
More filters
Journal Article•
Creativity under the gun.

[...]

Teresa M. Amabile1, Constance Noonan Hadley, Steven J. Kramer•
Harvard University1
01 Aug 2002-Harvard Business Review
TL;DR: A close look at how people experience time pressure is taken, collecting and analyzing more than 9,000 daily diary entries from individuals who were working on projects that required high levels of creativity and measuring their ability to innovate under varying levels of time pressure.
Abstract: If you're like most managers, you've worked with people who swear they do their most creative work under tight deadlines. You may use pressure as a management technique, believing it will spur people on to great leaps of insight. You may even manage yourself this way. If so, are you right? Not necessarily, these researchers say. There are instances where ingenuity flourishes under extreme time pressure--for instance, a NASA team within hours comes up with a primitive but effective fix for the failing air filtration system aboard Apollo 13. But when creativity is under the gun, it usually ends up getting killed, the authors say. They recently took a close look at how people experience time pressure, collecting and analyzing more than 9,000 daily diary entries from individuals who were working on projects that required high levels of creativity and measuring their ability to innovate under varying levels of time pressure. The authors describe common characteristics of time pressure and outline four working environments under which creativity may or may not flourish. High-pressure days that still yield creativity are full of focus and meaningful urgency--people feel like they are on a mission. High-pressure days that yield no creativity lack such focus--people feel like they are on a treadmill, forced to switch gears often. On low-pressure days that yield creativity, people feel like they are on an expedition--exploring ideas rather than just identifying problems. And on low-pressure days that yield no creative thinking, people work on autopilot--doing their jobs without engaging too deeply. Managers should avoid extreme time pressure when possible; after all, complex cognitive processing takes time. For when they can't, the authors suggest ways to mollify its effects.

501 citations

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

  • ...This will ensure greater task engagement, as teams develop a sense of mission, while also giving teams a realistic chance of completing their objectives (Amabile et al., 2002)....

    [...]

  • ...Amabile et al. (2002) have noted that high levels of time pressure often create positive outcomes in such situations because of the heightened sense of focus and meaningful urgency involved....

    [...]

Journal Article•DOI•
Routinization, work characteristics and their relationships with creative and proactive behaviors

[...]

Sandra Ohly1, Sabine Sonnentag2, Franziska Pluntke1•
Braunschweig University of Technology1, University of Konstanz2
01 May 2006-Journal of Organizational Behavior
TL;DR: In this paper, the authors examined the relationship between routinization and four work character istics (job control, job complexity, time pressure, and supervisor support) and a range of creative and proactive behaviors on the other hand.
Abstract: Summary Researchers have claimed that routinization hinders creativity. However, empirical evidence for this assumption is sparse. In this study, we argue that routinization may be beneficial for creativity and related behavior due to available resources that can be used to develop new ideas while working. We examine the relationship between routinization and four work character istics (job control, job complexity, time pressure, and supervisor support) on the one hand and a range of creative and proactive behaviors on the other hand in a randomly selected sample of 278 employees of a German high tech company. Regression analyses reveal that in addition to work characteristics, routinization is generally positively related to creative and proactive behaviors. Ways to enhance routinization and thereby creative and proactive behaviors are discussed.

500 citations

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

  • ...Teammembers are not only prompted to engage in transition processes, they also become proactive in executing the interdependent actions necessary for accomplishing assigned tasks (Ohly et al., 2007)....

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  • ...At intermediate levels of time pressure, team members perceive that it is still possible to complete task requirements within the time available (Baer & Oldham, 2006; Ohly et al., 2007)....

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  • ...Low levels of time pressure promote minimal levels of activation (Baer & Oldham, 2006; Ohly et al., 2007)....

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  • ...At intermediate levels of time pressure, team members perceive that it is still possible to complete task requirements within the time available (Baer & Oldham, 2006; Ohly et al., 2007)....

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  • ...Low levels of time pressure promote minimal levels of activation (Baer & Oldham, 2006; Ohly et al., 2007) and weak temporal leadership limits engagement in team processes from team members....

    [...]

Journal Article•DOI•
How Software Project Risk Affects Project Performance: An Investigation of the Dimensions of Risk and an Exploratory Model

[...]

Linda G. Wallace1, Mark Keil1, Arun Rai1•
Virginia Tech1
01 May 2004-Decision Sciences
TL;DR: Six dimensions of software project risk were identified and reliable and valid measures were developed for each and an exploratory model was developed and tested, showing that social subsystem risk influences technical subsystem risk, which, in turn, influences the level of project management risk, and ultimately, project performance.
Abstract: To reduce the high failure rate of software projects, managers need better tools to assess and manage software project risk. In order to create such tools, however, information systems researchers must first develop a better understanding of the dimensions of software project risk and how they can affect project performance. Progress in this area has been hindered by: (1) a lack of validated instruments for measuring software project risk that tap into the dimensions of risk that are seen as important by software project managers, and (2) a lack of theory to explain the linkages between various dimensions of software project risk and project performance. In this study, six dimensions of software project risk were identified and reliable and valid measures were developed for each. Guided by sociotechnical systems theory, an exploratory model was developed and tested. The results show that social subsystem risk influences technical subsystem risk, which, in turn, influences the level of project management risk, and ultimately, project performance. The implications of these findings for research and practice are discussed.

462 citations

Journal Article•DOI•
Empowerment and team effectiveness: an empirical test of an integrated model.

[...]

John E. Mathieu1, Lucy Gilson1, Thomas M. Ruddy2•
University of Connecticut1, Siemens2
01 Jan 2006-Journal of Applied Psychology
TL;DR: The authors developed a model of team empowerment as an emergent state linking inputs with processes and with outcomes in the context of an expanded team IPO framework and tested the model using structural equation modeling techniques.
Abstract: The authors developed a model of team empowerment as an emergent state linking inputs (I) with processes (P) and, thereby, with outcomes (O) in the context of an expanded team IPO framework. Using survey responses from 452 members of 121 empowered service technician teams, along with archival quantitative performance and customer satisfaction criteria, the authors tested the model using structural equation modeling techniques. The model was generally supported, although areas for improvement were evident. Specifically, empowerment partially mediated the influences of various inputs on team processes, whereas team processes fully mediated the influence of empowerment on outcomes. Directions for future research and application are discussed.

441 citations

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

  • ...For interpersonal processes, scales from Mathieu et al. (2006) and Jehn et al. (1999) were adapted to create a 10-item measure for team interpersonal processes....

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  • ...07) (Hu & Bentler, 1999), thus suggesting that a superordinate team process variable could be computed by averaging scores for the three team processes (LePine et al., 2008; Mathieu et al., 2006)....

    [...]

  • ...Although we focused on one overall team process variable in our analysis, Mathieu et al. (2006) suggested that it is worthwhile to observe the pattern of results for each individual team process as well....

    [...]

  • ...Following Mathieu et al. (2006), we measured team processes using scales for team transition, action, and interpersonal 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 (LePine et al., 2008; Mathieu et al., 2006)....

    [...]

Journal Article•
Organizational Stress. A Review and Critique of Theory, Research, and Applications

[...]

M. J. Gorgievski-Duijvestezjn
01 Jan 2003-Organization Studies

370 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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