Is temporal leadership always beneficial? The role of job passion and synchrony preference

Abstract

PurposeThe 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/approachInsights 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.FindingsThe 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/valueThis 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.

Make Time for Employees to Be Sustainable: The Roles of Temporal Leadership, Employee Procrastination, and Organizational Time Norms

“…The U-shaped association between temporal leadership and employee extended availability we found extends Mohammed and Alipour's theoretical model on the effect of temporal leadership [66]. Although previous studies usually viewed temporal leadership as a positive leadership practice with desirable outcomes [29,33,41,42], temporal leadership is not always beneficial [91]. The curvilinear association between temporal leadership and employee EWA we found somewhat resonates with other similar curvilinear effects in recent temporal leadership research [92].…”

Promoting teaching innovation of Chinese public-school teachers by team temporal leadership: The mediation of job autonomy and the moderation of work stress

“…Although there are no publications on the role of temporal leadership in innovation theory, existing studies in business and industry have shown that temporal leadership of team leaders is positively associated with innovative behavior [14,49,50] and creativity [15], and facilitates business innovation, venturing, and strategic renewal activities [17]. From a team process perspective, temporal leadership positively impacts team transition, action, and interpersonal processes.…”

“…The hypothesis is that work resources are most useful for maintaining work engagement under conditions of high work demands (e.g., workload and unfavorable physical environment) [23]. Accordingly, the innovation-enhancing effect of temporal leadership is stronger when time pressure is high [49] or when the employee has a higher synchrony preference [14]. The effect of autonomy on innovation also depends on boundary conditions.…”

“…This concept is considered a positive construct for organizational and employee performance. Importantly, in corporate and business settings, team supervisors' temporal leadership is positively associated with employees' innovative behavior [13,14] and creativity [15]. It promotes innovation readiness [16], facilitates innovation, corporate venturing, and strategic renewal activities [17].…”

Temporal Leadership and Bootlegging Behavior of Employees: The Mediating Effect of Self-Efficacy

“…Mohammed and Alipour ( 2014 ) also emphasized the role of TL in the dyadic context. Recent studies have also begun to pay attention to individual TL (Xiao et al, 2020 ). For example, Op't Hoog ( 2009 ) defined individual TL as the leader behavior of identifying time preferences of employees within the time constraints and complex environments, and then, leaders can conduct differentiated management leadership behavior about time.…”