Temporal Diversity and Team Performance: The Moderating Role of Team Temporal Leadership

Mohammed, Susan; Nadkarni, Sucheta

doi:10.5465/amj.2011.61967991

Cited by 220 publications

(451 citation statements)

References 66 publications

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“…Nevertheless, external leaders can play a critical role in defining and maintaining the meaning of allocated time as either helping or micro-managing. This notion builds on recent research that finds allocation of temporal resources to be a critical leadership activity (Mohammed & Nadkarni, 2011). Our findings suggest that framing the meaning of temporal resources is also a critical aspect of leadership, and that the nature of the time allocated can be used to establish and reinforce intentions to help.…”

Section: Temporalitymentioning

confidence: 90%

Deep Help in Complex Project Work: Guiding and Path-Clearing Across Difficult Terrain

Fisher

Pillemer

Amabile³

2018

AMJ

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Section: Temporalitymentioning

confidence: 90%

Deep Help in Complex Project Work: Guiding and Path-Clearing Across Difficult Terrain

Fisher

Pillemer

Amabile³

2018

AMJ

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“…Time also provides individuals with a point of reference (Mohammed & Nadkarni, 2011;Ringle & Savickas, 1983) and a salient metric by which to organize, construct, retrieve, and interpret past, present, and anticipated future experiences. Recently, Sonnentag (2012) identified four ways by which to incorporate temporal perspectives in organizational research: (1) investigating temporal processes over time, (2) specifying meaningful units of time in lagged research, (3) including contextual variables that capture time-linked features of the environment (e.g., historical or economic variables), and (4) examining constructs related to the individual's experience of past, present, and future time (e.g., work biographies, flow, future selves).…”

Section: Future Time Perspective: a Systematic Review And Meta-analysismentioning

confidence: 99%

Future time perspective: A systematic review and meta-analysis.

Kooij¹,

Kanfer²,

Betts³

et al. 2018

Journal of Applied Psychology

290

282

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Future time perspectiveKooij, Dorien; Kanfer, R.; Betts, M.; Rudolph, C.W. General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.-Users may download and print one copy of any publication from the public portal for the purpose of private study or research -You may not further distribute the material or use it for any profit-making activity or commercial gain -You may freely distribute the URL identifying the publication in the public portal Take down policyIf you believe that this document breaches copyright, please contact us providing details, and we will remove access to the work immediately and investigate your claim. The ability to foresee, anticipate, and plan for future desired outcomes is crucial for wellbeing, motivation, and behavior. However, theories in organizational psychology do not incorporate time-related constructs such as Future Time Perspective (FTP), and research on FTP remains disjointed and scattered, with different domains focusing on different aspects of the construct, using different measures, and assessing different antecedents and consequences. In this review and meta-analysis, we aim to clarify the FTP construct, advance its theoretical development, and demonstrate its importance by: (a) integrating theory and empirical findings across different domains of research in order to identify major outcomes and antecedents of FTP, and (b) empirically examining whether and how these variables are moderated by FTP measures and dimensions. Results of a meta-analysis of k = 212 studies reveal significant relationships between FTP and major classes of consequences (i.e., those related to achievement, well-being, health behavior, risk behavior, and retirement planning), and between antecedents and FTP, as well as moderating effects of different FTP measures and dimensions. Highlighting the importance of FTP for organizational psychology theories, our findings demonstrate that FTP predicts these outcomes over-and-above the big five personality traits and mediates the associations between these personality traits and outcomes.Keywords: future time perspective; integrative review; meta-analysis; nomological network FUTURE TIME PERSPECTIVE META-ANALYSIS 3 Future Time Perspective: A Systematic Review and Meta-Analysis "We all have our time machines. Some take us back, they're called memories.Some take us forward, they're called dreams." (Irons, 1948).Time surrounds and embeds all human behavior (McGrath & Kelly, 1992). Time provides individuals with a benchmark for orienting the self in the midst of myriad ongoing activities in work and non-work life roles, such as learning, task performance, and parenting.Time also provides individuals with a point of reference (Mohammed & Nadkarni, 2011;Ringle & Savickas, 1983) and a salient metric by which to organize, construct, re...

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“…The implications of unit-level consensus (or dispersion) has been examined in a growing range of content areas, including climate (Lindell & Brandt, 2000), conflict (Jehn, Rispens, & Thatcher, 2010), justice (Colquitt, Noe, & Jackson, 2002), satisfaction (Dineen, Noe, Shaw, Duffy, & Wiethoff, 2007), temporal orientations (Mohammed & Nadkarni, 2011), and leadership perceptions (Wu, Tsui, & Kinicki, 2010), showing either that the degree of consensus in perceptions or attributes is related to outcomes or that the degree of consensus interacts with the mean, aggregate level of the focal collective construct to influence outcomes.…”

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confidence: 99%

Getting on the Same Page: How Leaders Build Trust Consensus in Teams and Its Consequences

Fulmer

2015

AMPROC

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Existing organizational research has demonstrated that team members' trust in leaders is positively related to a team's bottom-line outcomes. However, little is known about how collective trust in leaders develops among team members. To address this gap, the present study examines the effects of multiple emergent processes on the extent to which team members exhibit consensus in trust in their leader. In particular, it was proposed that the most important factors for the emergence, and the degree of consensus, of collective trust in leaders should have the same referent target as the collective construct (i.e., the leader) and concern behaviors that involve interactions between the leader and team members. Thus, the leader behavior and interactions variables of showing concern, leading by example, and monitoring were expected to exert stronger influence on the consensus in trust in leaders than leader attributes (ability and integrity) and team factors (open communication and demographic diversity). Further, the degree of consensus in trust in leaders was predicted to have both an independent and interaction effect with the mean level of trust in leaders in influencing team performance and voice behavior. Three waves of survey data were collected from teams with new leadership in a large academic military institution. Data from 719 team members from 105 teams were used to test these predictions by analyzing consensus concurrently and changes in consensus over time.The results generally supported the relative importance of leader showing concern and leading by example on the degree of consensus in trust in leaders in the concurrent model. For changes in consensus, leading by example was particularly important. In addition, while consensus was not independently related to the team performance and voice behaviors, it interacted with the mean level in influencing the outcomes in both the concurrent and change models. Taken together, the findings suggest that some leader behaviors are important for the development of collective trust or consensus in trust in leaders, and further suggest that consensus can act as a boundary condition for the effect of the mean level of trust in leaders on team outcomes. By focusing on the consensus in trust in leaders, this research begins to shed light on how consensus in trust develops among team members with respect to their leader and has implications for understanding trust, leadership, and emergence.

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Temporal Diversity and Team Performance: The Moderating Role of Team Temporal Leadership

Cited by 220 publications

References 66 publications

Deep Help in Complex Project Work: Guiding and Path-Clearing Across Difficult Terrain

Deep Help in Complex Project Work: Guiding and Path-Clearing Across Difficult Terrain

Future time perspective: A systematic review and meta-analysis.

Getting on the Same Page: How Leaders Build Trust Consensus in Teams and Its Consequences

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