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1 – 10 of over 9000This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
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Ahmad Nabeel Siddiquei, Hassan Imam and Fahad Asmi
Temporal leadership is a new construct that predicts team outcomes. This study examines the mediating role of shared temporal cognitions and the moderating role of time pressure…
Abstract
Purpose
Temporal leadership is a new construct that predicts team outcomes. This study examines the mediating role of shared temporal cognitions and the moderating role of time pressure in the relationship between temporal leadership and project success within sustainable construction projects.
Design/methodology/approach
The multi-source and multi-wave data were collected via self-administered questionnaires from teams working on sustainable construction projects. The direct and mediating hypotheses were tested using multi-level structural equation modelling, while moderated mediation hypotheses were examined by applying the bootstrap method using SPSS Process Macro.
Findings
The results showed that temporal leadership enables project success via shared temporal cognitions. Temporal leadership is most beneficial for facilitating project success via shared temporal cognitions when teams experience high time pressure.
Originality/value
This is the first study examining shared temporal cognitions as a mediator of the relationship between temporal leadership and project success. Also, this is the first study that considered time pressure as a boundary condition that influences the relationships between temporal leadership, shared temporal cognitions and project success within sustainable construction projects. The study provides valuable advice to project managers and project-based construction organizations about using and managing time within projects.
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Juncheng Zhang, Wendelien van Eerde, Josette M.P. Gevers and Weichun Zhu
The purpose of this paper is to examine how temporal leadership relates to employee innovative job performance through pro-social rule breaking for efficiency (PSRB_E) and vigor…
Abstract
Purpose
The purpose of this paper is to examine how temporal leadership relates to employee innovative job performance through pro-social rule breaking for efficiency (PSRB_E) and vigor. As such, it draws from both motivational and affective perspectives to investigate the way in which leaders manage employees' time to boost employee innovation at work.
Design/methodology/approach
This study adopts a two-source survey with coworker dyads from multiple organizations in China. Two hundred and three focal employees rated temporal leadership, time pressure and vigor. Each focal employee was rated by a coworker on PSRB_E and innovative job performance. Structural equation modeling (SEM) and bootstrapping techniques are used to examine the hypothesized relationships with the R package for latent variable analysis (i.e. lavaan).
Findings
The results suggest that temporal leadership positively relates to employees' innovative job performance through the mediations of their PRSB_E and vigor, respectively.
Originality/value
This study is one of the first that sought to understand the effect of temporal leadership on employee innovative job performance. It also casts light upon the motivational and affective mechanisms underlying such a linkage.
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Huan Xiao, Zhenduo Zhang and Li Zhang
The purpose of this paper is to explore the relationship between temporal leadership and employees' innovative behavior while considering the competitive mediators of harmonious…
Abstract
Purpose
The purpose of this paper is to explore the relationship between temporal leadership and employees' innovative behavior while considering the competitive mediators of harmonious and obsessive passions in work situations, along with the moderating role of synchrony preference.
Design/methodology/approach
Insights from the literature and affective events theory (AET) underpin the hypotheses on whether and how temporal leadership would affect employees' innovative behavior. A total of 365 responses were received, and 336 questionnaires were considered for the analysis. This paper examined the whole model through a path analysis using Mplus 7.4.
Findings
The results indicated the significant effect of temporal leadership on innovative behavior through harmonious passion which is moderated by synchrony preference, such that the positive effects are stronger when employee's synchrony preference is higher.
Originality/value
This paper contributes to the emerging literature on temporal management by examining the path of temporal leadership→ job passion→ innovative behavior to deepen knowledge of how temporal leadership may impact employees' innovative behavior. This paper also proposed a collaborative model related to temporal leadership and the synchronization of employees, providing a powerful explanation for the boundary conditions of temporal leadership.
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Josette M.P. Gevers and Evangelia Demerouti
This study aims to examine supervisors' temporal reminders and subordinates' pacing style as they relate to employees' absorption in work tasks, and subsequently creativity.
Abstract
Purpose
This study aims to examine supervisors' temporal reminders and subordinates' pacing style as they relate to employees' absorption in work tasks, and subsequently creativity.
Design/methodology/approach
The study involved a weekly diary study among 32 employees of an IT‐development department of a large multinational. An initial questionnaire measured employees' pacing style and their perceptions of supervisors' temporal reminders, after which participants completed a weekly survey for four consecutive weeks to report on their levels of task absorption and creativity.
Findings
Whereas supervisors' temporal reminders related positively with task absorption for individuals who scored high rather than low on the deadline action pacing style, they related negatively to task absorption for those high rather than low on the steady action and the U‐shaped action pacing styles. Moreover, task absorption fluctuated consistently with individual creativity.
Research limitations/implications
The way individuals allocate efforts over time is not only related to the resources they invest in activities but also to their creativity.
Practical implications
The findings suggest that creativity requires that employees find the time and space to fully immerse in their work. Supervisors can facilitate this process by customizing their leadership practices to individual differences in time use.
Social implications
In an increasingly time‐pressured corporate society, an effective management of temporal strategies is important to ensure sustained employee well‐being as well as the quality of products in terms of creative solutions.
Originality/value
This study is the first to show that supervisors' temporal reminders relate positively to task absorption, and subsequent creativity levels, but only for specific pacing styles.
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Xianchun Zhang, Zhu Yao, Wan Qunchao and Fu-Sheng Tsai
Time pressure is the most common kind of work pressure that employees face in the workplace; the existing research results on the effect of time pressure are highly controversial…
Abstract
Purpose
Time pressure is the most common kind of work pressure that employees face in the workplace; the existing research results on the effect of time pressure are highly controversial (positive, negative, inverted U-shaped). Especially in the era of knowledge economy, there remains a research gap in the impact of time pressure on individual knowledge hiding. The purpose of this paper is to explore the impact of different time pressure (challenge and hindrance) on knowledge hiding and to explain why there is controversy about the effect of time pressure in the academics.
Design/methodology/approach
The authors collected two waves of data and surveyed 341 R&D employees in China. Moreover, they used regression analysis, bootstrapping and Johnson–Neyman statistical technique to verify research hypotheses.
Findings
The results show that challenge time pressure (CTP) has a significant negative effect on knowledge hiding, whereas hindrance time pressure (HTP) has a significant positive effect on knowledge hiding; job security mediates the relationship between time pressure and knowledge hiding; temporal leadership strengthen the positive impact of CTP on job security; temporal leadership can mitigate the negative impact of HTP on job security.
Originality/value
The findings not only respond to the academic debate about the effect of time pressure and point out the reasons for the controversy but also enhance the scholars’ attention and understanding of the internal mechanism between time pressure and knowledge hiding.
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C. Shawn Burke, Eleni Georganta and Claudia Hernandez
Our aim is to catalog how the functional behaviors that leaders engage in should change over time based on the needs of the team – thereby presenting a functional view of team…
Abstract
Purpose
Our aim is to catalog how the functional behaviors that leaders engage in should change over time based on the needs of the team – thereby presenting a functional view of team leadership over time.
Methodology/approach
A critical review of the literature on team leadership, team development, and teams was conducted. This information was critically analyzed and integrated to produce a framework serving to depict how team needs change over time, and based on this, highlight the leadership behaviors which should be most critical at particular points in time. Based on the limited amount of literature that explicitly focused on team leadership over time, a series of propositions which flow from the framework are also put forth.
Findings
Great strides have been made in understanding team leadership; however, little work was uncovered that directly focused on how leadership dynamics change over time within the context of the team. Leveraging the limited work that existed, we developed a framework (and propositions) that serves to delineate how team leadership functions change over time. In doing so, we have integrated work delineating leadership functions within transition and action phases of team task cycles along with that highlighting how the role of the leader may vary based on team developmental needs.
Originality/Value
The originality of this chapter lies in its using a functional approach to leadership to argue how the efficacy of particular leadership functions change over time based on team task cycles and development needs. This, in turn, can be used to focus training efforts.
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Abstract
Purpose
Drawing on conservation of resources theory, this study aims to examine the relationship between temporal leadership (TL) and employees’ thriving at work (TW) by focusing on the positive mediating role of perception of work-goal progress (PWP), the negative mediating roles of job-based psychological ownership (JPO) and the moderating role of synchrony preference (SP).
Design/methodology/approach
We employed a dedicated data collection platform called Credamo for two waves of online questionnaires in China between March 2022 and April 2022. A total of 326 questionnaires were collected and analyzed to test the hypotheses.
Findings
(1) TL directly and positively affects TW. (2) TL indirectly and positively affects TW via PWP. (3) TL indirectly and negatively affects TW via JPO. (4) SP positively moderates the positive mediating effect of PWP on the relationship between TL and TW. (5) SP negatively moderates the negative mediating effect of JPO on the relationship between TL and TW.
Practical implications
Supervisors in organizations ought to discreetly practice TL and try to maximize the positive role of PWP and minimize the negative role of JPO.
Originality/value
The findings simultaneously discuss the effects of TL on TW from dark and bright perspectives. The influence of interaction between contextual and individual features on TW is also specified.
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Danny Sandra, Jesse Segers and Robert Giacalone
To provide ways of how organizations can benefit from entrainment, the purpose of this paper is to create a better theoretically grounded understanding of entrainment in…
Abstract
Purpose
To provide ways of how organizations can benefit from entrainment, the purpose of this paper is to create a better theoretically grounded understanding of entrainment in organizations by reviewing the literature, describing managerial implications and identifying future research directions.
Design/methodology/approach
A systematic literature review of relevant literature based on peer-reviewed research papers published in highly ranked scientific journals.
Findings
It provides a clear understanding as to what constitutes entrainment in organizations and emphasizes its complexity. Further, six benefits of entrainment are highlighted, including the positive relationship between entrainment and organizational outcomes. The review may also provide entrepreneurs and practitioners a scientific basis for developing innovative tools to help managers’ foster entrainment in organizations.
Research limitations/implications
The review indicates that entrainment plays a much larger role in organizations than we think. Change leaders' actions may impact the emotions and actions of change recipients through entrainment. The selected keywords used in the search and the researcher's bias of including or excluding articles for this review are the major research limitations.
Originality/value
It is one of the first papers, to our knowledge, to provide a structured overview and understanding of the entrainment phenomenon in an organizational context, based on 41 peer-reviewed articles.
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