Leader airtime management and team effectiveness in emergency management command and control (EMCC) teams

We investigated the relation between leader airtime management and team effectiveness in Emergency Management Command and Control (EMCC) teams. Leader airtime management concerns leaders’ interventions to structure who shares information when using opening and closing statements to respectively stimulate or reduce information sharing. We coded leaders’ airtime management statements across different meeting phases (structuring, information sharing, decision making) using video-recordings of 12 EMCC exercises involving two consecutive meetings each. Experts rated two components of team effectiveness: Team Situation Awareness (TSA) and Team Decision Making (TDM). We found that closing statements were more frequently used in the decision-making phase than in any other meeting phase. Also, leaders of teams with lower TSA used more opening statements in the decision-making phase of the first team meeting than leaders of teams with higher TSA. These results confirm the importance of the timing of leader airtime management for EMCC team effectiveness.Practitioner summary: We investigated leader airtime management and team effectiveness in EMCC teams. We video-coded 12 exercises; experts rated team effectiveness. In the decision-making phase, leaders use more closing statements, and leaders of less effective teams use more opening statements. Leaders are advised to adjust their airtime management to meeting phases

It?s about time we align: meeting deadlines in project teams

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Wasting effort or wasting time? A longitudinal study of pacing styles as a predictor of academic performance.

Students' time and effort investments are a critical predictor of academic performance. However, little is known about how effort distribution in exam preparation affects exam performance. In a five-wave longitudinal field study, we investigated how students' pacing styles (i.e., the allocation of effort over time during exam preparation) relate to the effectiveness and efficiency of performance. We also examined whether behaviour-focused self-leadership strategies predict students' pacing styles. Nonlinear latent class growth analyses revealed four distinct pacing style patterns that correspond to those found in organizational contexts: effort investment is allocated towards the deadline (45.1%), steady (35.0%), inverted U-shaped (10.7%) and U-shaped (9.0%). Behaviour-oriented self-leadership strategies predicted these patterns of effort investment. Pacing styles were equally effective, but students with a deadline action pacing style showed significantly higher efficiency compared to their counterparts. This research adds essential insight into the antecedents and consequences of pacing styles in an academic context and confirms its relevance for understanding academic achievement

Team Work Crafting in High-Tech Manufacturing Teams: Effectiveness Through Team Flexibility

How team work crafting supports agility and adaptiveness to dynamic environments

How temporal leadership boosts employee innovative job performance

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

Differences in project performance reviews and their effect on project outcomes

Although the application of performance reviews is believed to be beneficial for projects, there is little evidence to support this claim. Therefore, we studied the current application of and follow-up on performance reviews in projects. Results show that both the application of and follow-up on performance reviews differ between companies. We find that the use of performance reviews contributes positively to project outcomes, especially if they are applied bilaterally. Remarkably, whereas companies tend to review process variables, project outcomes are affected more by reviewing input and output variables. Hence, thoughtful consideration of the application of performance reviews is needed