The Conceptualization and Measurement of Pacing Styles

It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship

“…Such adaptability in scheduling is an essential component of temporal leadership (Mohammed and Nadkarni, 2011). Contrary to steady-action-style leaders, deadline-action leaders push themselves and their team members toward task completion only when the deadline is close (Gevers, Mohammed, and Baytalskaya, 2015), and they tend to underestimate the time requirements for lengthy information processing and brainstorming of alternative strategies to effectively complete the task (Mohammed and Harrison, 2013). Because strategic stimuli are often vague, illinformed, and competing, it is especially important that CEOs plan ahead and leave enough time for TMTs to comprehensively screen alternatives and select the best solutions (Slotegraaf and Atuahene-Gima, 2011).…”

“…Pacing style, a term first introduced by Blount and Janicik (2001), refers to how individuals distribute their effort over time in working toward deadlines. As a relatively stable behavioral tendency, pacing style is represented as a continuum of how closely the intensity of work is paced to the deadline (Gevers, Rutte, and Van Eerde, 2006; Gevers, Mohammed, and Baytalskaya, 2015). At the low end of the continuum is the early-action style.…”

“…These are conceptually distinct time-related traits, each of which describes a unique aspect of how an individual thinks and feels about time (Waller et al, 2001; Mohammed and Nadkarni, 2011). Studies have demonstrated that they both constitute innate traits that are stable over time and have a profound impact on a host of behaviors, such as setting and prioritizing goals, planning, and striving for achievement (Landy et al, 1991; Conte, Landy, and Mathieu, 1995; Claessens, 2004; Gevers, Rutte, and Van Eerde, 2006; Gevers, Mohammed, and Baytalskaya, 2015). CEOs’ time urgency and pacing styles are especially pertinent to strategy because scholars have long recognized that speed (Eisenhardt, 1989; D’Aveni, Dagnino, and Smith, 2010) and pacing (Gersick, 1994; Eisenhardt and Brown, 1998; Klarner and Raisch, 2013) are central to gaining and maintaining early-mover advantages through sensing and seizing yet-to-occur technological and market opportunities ahead of competitors.…”

Waiting in organisations

“…First, individuals differ in their degree of time urgency ; those who are high on time urgency believe that time is scarce and must be conserved, they tend to be preoccupied with the passage of time and feel hurried (Gevers et al., 2015; Landy et al., 1991; Mohammed and Nadkarni, 2011; Waller et al., 2001). This impacts on their perceptions of deadlines and deadline-oriented behaviour, with such individuals often focused on the efficient use of time (Leroy et al., 2015), and so the implication is that these individuals will be less tolerant of waiting.…”

The psychological recommendations on the organization of the self-directed learning among the students based at a department of forensic medicine

“…Установление жесткого графика работы, проведение регулярных консультаций, деление процесса выполнения задания на этапы с обязательным промежуточным отчетом повышают мотивацию и исполнительскую дисциплину студентов. Не менее эффективным оказывается установление сроков выполнения задания самими студентами [13].…”