In search of missing time: A review of the study of time in leadership research

Castillo, Elizabeth A.; Trinh, Mai P.

doi:10.1016/j.leaqua.2017.12.001

Cited by 58 publications

(49 citation statements)

References 117 publications

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“…Of particular interest is the significant finding regarding the impact of time-lagged design on the effect of SL on individual performance. Despite the limitation of time-lagged design in establishing causality between leadership behaviours and outcomes, the significant finding provides much-needed meta-analytic evidence to support the role of time in leadership studies (Castillo & Trinh, 2018). Taken together, our moderation analyses provide some evidence of differences across national culture and time-lagged design.…”

Section: Discussionmentioning

confidence: 69%

“…Despite the limitation of time-lagged design in establishing causality between leadership behaviours and outcomes, the significant finding provides much-needed meta-analytic evidence to support the role of time in leadership studies (Castillo & Trinh, 2018). Of particular interest is the significant finding regarding the impact of time-lagged design on the effect of SL on individual performance.…”

Section: Discussionmentioning

confidence: 98%

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Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Lee

Lyubovnikova

Tian

et al. 2019

J Occupat & Organ Psyc

246

228

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Research suggests that when leaders, as servant leaders, focus on their followers’ needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership (SL) construct. Using a quantitative meta‐analysis based on 130 independent studies, the current research provides evidence that SL has incremental predictive validity over transformational, authentic, and ethical leadership. Further, the link between SL and a range of individual‐ and team‐level behavioural outcomes can be partially explained by trust in the leader, procedural justice, and leader–member exchange. The paper also explores moderators to better establish SL's criterion‐related validity and to clarify the magnitude of effects across boundary conditions, such as research design, national culture, and industry. Practitioner points Servant leadership has predictive validity over other leadership approaches, and therefore, organizations would benefit by developing their current leaders into SLs. Organizations should aim to select SLs into influential positions: Training programmes and selection profiles and processes would need to be aligned and developed to capture attitudes and behaviours associated with SL inside and outside the organization. Servant leaderships should seek to create a culture that positively promotes the development of trust, fairness, and high‐quality leader–follower relationships, as these conditions collectively enable the effects of SL to be transmitted onto desirable follower outcomes.

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Section: Discussionmentioning

confidence: 69%

Section: Discussionmentioning

confidence: 98%

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Lee

Lyubovnikova

Tian

et al. 2019

J Occupat & Organ Psyc

246

228

View full text Add to dashboard Cite

show abstract

“…Furthermore, communication is at the nexus of negotiating both the meanings and actions related to time in groups (Ballard & Seibold, 2003). However, research has often overlooked-or taken for granted-the importance of time in both team and in leadership processes, leading scholars to call for more research in the area (Bluedorn & Jaussi, 2008;Castillo & Trinh, 2018;Dinh et al, 2014;Shamir, 2011Shamir, , 2012. This study aims to understand how time is perceived in relation to relational leadership processes in teams.…”

mentioning

confidence: 99%

“…Studies considering the connections between time and leadership in teams have approached the topic from a variety of viewpoints. Time may refer to coordinating the rhythm, pace, and synchronization of leadership; the temporal horizon of leadership (Bluedorn & Jaussi, 2008); both measurable clock time and experienced subjective time (Castillo & Trinh, 2018); culturally influenced orientations to organizational time (Lee & Flores, 2019); or an intersubjective negotiation of time (Ballard & Seibold, 2003). Another approach is to examine the phases or performance cycles of groups (Arrow et al, 2005;Marks et al, 2001;Morgeson et al, 2010) and their relation to effective leadership behavior, though such phase models have been contested.…”

mentioning

confidence: 99%

“…We are interested in team members' perceptions of change in an attempt to understand the evolution of relational leadership processes over time (Shamir, 2012). We are interested in time both as "clock time" (relatively long periods of time such as months or years) and, especially, as subjective experiences of the passage of time (Castillo & Trinh, 2018). In line with Ballard and Seibold's (2003) meso-level model of time and organizing, we approach the experience of time as relationally negotiated in communication at the nexus of several levels (e.g., individual, group, and organization).…”

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confidence: 99%

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A Time to Lead: Changes in Relational Team Leadership Processes over Time

Horila

Siitonen

2020

Management Communication Quarterly

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This study analyzes how team members perceive changes in relational leadership processes over time. Interview data from three virtual teams ( N = 18) were analyzed using qualitative thematic analysis. The findings illustrate how ideals of well-functioning leadership and teamwork communication can differ both between and within teams at different times. Team members may perceive benefits of the passage of time in teamwork, including experienced closeness, adjustment, and clarification of practices, as well as challenges such as rigidity and historical baggage. Organizations and teams may experience a shift in the ideals of leadership, but adapting to and adopting new forms of leadership over time may not be unproblematic. The findings also highlight how relational leadership is neither stable nor linear in its development. Overall, the study contributes to leadership and team research by increasing understanding of the relational construction of leadership among naturally occurring teams and by challenging assumptions about how leadership and time are perceived by team members. The implications of studying subjective time in connection with relational leadership are discussed.

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A review and future agenda for behavioral research on leader–follower interactions at different temporal scopes

2021

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Scholars are increasingly embracing innovative research designs and measures to capture actual leader and/or follower behaviors in real interactions. Our systematic review of this emerging research stream and development of a research agenda seeks to move the literature further in this direction. Specifically, we aim to inspire scholars with techniques for observing, manipulating, or training actual leadership and/or followership behaviors at different temporal scopes in the laboratory or field and identify which future research areas are worth exploring. To achieve these aims, we perform a review of existing studies in this domain according to their underlying conceptual model and temporal scope. We analyze which types of leader or follower behaviors (i.e., verbal behavior, text-based behavior, choice behavior, gaze, facial expressions, gestures, voice tone and pitch, movement cues, and unspecified nonverbal behavior) have been studied, how they have been studied (i.e., using which methodological approaches), and in which study context (i.e., laboratory or field). We distill these findings to derive six future research directions: conducting studies that connect actual and perceived leader/follower behaviors, considering temporal granularity in a nuanced manner, exploring interdependent behavioral patterns, leveraging unconventional research methods, performing multimodal behavior analyses, and conducting more studies "in the wild" (i.e., field research).

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In search of missing time: A review of the study of time in leadership research

Cited by 58 publications

References 117 publications

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

A Time to Lead: Changes in Relational Team Leadership Processes over Time

A review and future agenda for behavioral research on leader–follower interactions at different temporal scopes

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