The moderating role of time urgency and future time perspective on the relationship between team temporal leadership and team pe

MINISTRY OF EDUCATION AND TRANNING UNIVERSITY OF ECONOMICS HO CHI MINH CITY NGUYEN QUOC PHONG THE MODERATING ROLE OF TIME URGENCY AND FUTURE TIME PERSPECTIVE ON THE RELATIONSHIP BETWEEN TEAM TEMPORAL LEADERSHIP AND TEAM PERFORMANCE Subject: Master of Business Administration Code: 60.34.01.02 SUPERVISOR: Assoc Prof Dr NGUYỄN ĐÌNH THỌ HO CHI MINH CITY - 2012 I ACKNOWLEDGEMENT First of all, I would like to appreciate to teachers at Economy University of Ho Chi Minh city for their valuable knowledge that guiding me so far I would like to appreciate PhD Pham Quoc Hung for his kindness in instructing me through difficult time in finding ways to result my research problems Also through his guiding I found the important and application of this thesis in literature and implication Last but not least, I deeply appreciate the helping of my dear wife, my family for their counting on me Thanks to them I got the motivation to get through long time studying to fulfill my master thesis I also would like to appreciate my dear friends at eMBAK19 class for their sharing knowledge and friendship Nguyen Quoc Phong Ho Chi Minh, 26 October 2012 II COMMITMENT I would like to commit that this thesis, “the moderating role of time urgency, future perspective on the relationship between team temporal leadership and team performance”, was accomplished basing on my independent, serious study and scientific researches The data was primary collected by my own with clear origins In addition, the data would be trust-worthily handled and it has never been released in any paper so far Nguyen Quoc Phong CONTENTS ACKNOWLEDGEMENT I COMMITMENT II CONTENTS III FIGURES VII 1.1 PROBLEM STATEMENT 1.2 RESEARCH’S OBJECTIVES 1.3 RESEARCH’S SCOPE AND APPROACH 1.3.1 earch’s Scope 1.3.2 earch’s Approach 1.4 CONTRIBUTION 1.4.1 cademic Contributions 1.4.2 Managerial Contributions 1.5 RESEARCH STRUCTURE CHAPTER 2: LITERATURE REVIEW 2.1 TIME URGENCY 2.1.1 ime Urgency and Type A Behavior Pattern 2.1.2 Characteristic of Time Urgency .6 2.1.3 ime Urgency and Team Performance .7 2.2 TIME PERSPECTIVE 2.2.1 ime Perspective 2.2.2 ime Perspective and team performance .10 2.3 TEAM TEMPORAL LEADERSHIP 12 2.4 TEAM TEMPORAL LEADERSHIP AND TEAM PERFORMANCE 14 2.5 HYPOTHESES DEVELOPMENT 15 3.1 RESEARCH DESIGN 17 3.2 QUESTIONNAIRE DEVELOPMENT 18 3.3 SCALE 19 3.3.1 ime Urgency Scale 19 3.3.2 Future Time Perspective 20 3.3.3 emporal Leadership Scale 21 3.3.4 Team Performance Scale 22 3.3.5 Translation of Questionnaires 23 3.4 GROUP DISCUSSION 24 3.5 TARGET POPULATION 24 3.6 SAMPLE SIZE 25 3.7 SELECTING THE SAMPLE AND COLLECTING DATA 25 3.8 METHODS OF DATA ANALYSIS 26 3.8.1 Data Screening 26 3.8.2 Reliability .27 3.8.3 Confirmatory Factor Analysis 27 3.8.4 Analysis of Variance .29 3.8.5 Correlation Analysis 30 3.8.6 egression Analysis 31 CHAPTER 4: DATA ANALYSIS 33 4.1 DATA SCREAMING 33 4.2 CHARACTERISTIC OF QUALIFIED RESPONDENTS 34 4.3 NORMALITY ANALYSIS 35 4.4 RELIABILITY OF THE MEASUREMENTS 37 4.4.1 Reliability of Time Urgency Measurement 37 4.4.2 Reliability of Future Consequence Measurement 38 4.4.3 Reliability of Team Temporal Leadership Measurement 39 4.4.4 Reliability of Team Performance Measurement 39 4.6 CONFIRMATORY FACTOR ANALYSIS 40 4.7 ANALYSIS OF VARIANCE 45 4.7.1 The Effect of Gender on Team Performance 46 4.7.2 The Effect of Age on Team Performance 47 4.7.3 The Effect of Education on Team Performance 47 4.8 CORRELATION ANALYSIS 48 4.9 HYPOTHESES TESTING 50 4.9.1 The Effect of Team Temporal Leadership on Team Performance 50 4.9.2 The Moderating Role of Time Urgency and Future Time Perspective on the Relationship between Team Temporal Leadership and Team Performance .52 5.1 DISCUSSIONS OF FINDINGS 61 5.2 PRACTICAL IMPLICATION 62 5.3 CONTRIBUTION OF THE STUDY 63 5.4 LIMITATION AND FURTHER RESEARCH 64 REFERENCE IX APPENDIX XV TABLES Table 3.1 Time Urgency Scale Table 3.2 Future consequence scale Table 3.3 Team temporal leadership Table 3.4 Team performance Table 3.5 Assessing Fit Indices Table 4.1: Variables Table 4.2: Socio-demographic Characteristics of Qualified respondents Table 4.3: Assessment of normality Table 4.4: Summarize Cronbach’s Alpha score of Time Urgency measurements Table 4.5: Summarize Cronbach’s Alpha score of Future Consequence measurements Table 4.6: Summarize Cronbach’s Alpha score of Team Temporal Leadership measurements Table 4.7: Summarize Cronbach Alpha score of Team Performance measurments Table 4.8: Standardized Regression weight Table 4.9: Goodness-of Fit Indexes Result Table 4.10 Independent Samples Test (Dependent variable: TP; Grouping variable: Gender) Table 4.11 Analysis of Variance (Dependent variable: TP; Factor: Age) Table 4.12 Analysis of Variance(Dependent variable: TP; Factor: Education) Table 4.13 Descriptive Statistics and Correlations Table 4.14 The effect of team temporal leadership on team performance Table 4.15: Statistics of two model (with and without TL) Table 4.16 The moderating role of time urgency and future time perspective on the relationship between team temporal leadership and team performance Table 4.17: Statistics two model (with and without moderator TU and FC) Table 4.18: Relationship between TL and TP (moderator TU) Table 4.19: Statistics of Relationship between TL and TP (moderator TU) Table 4.20: Relationship between TL and TP (moderator FC) Table 4.21: Statistics of Relationship between TL and TP(moderator FC) VII FIGURES Figure 2.1 Original model (Source: Mohammed and Nadkarni, 2011) Figure 2.1 Suggested model Figure 3.1 Research process Figure 4.1 CFA model Figure 4.2a: Time urgency strengthen the positive relationship between team temporal leadership and team performance Figure 4.2b: Future consequence strengthen the positive relationship between team temporal leadership and team performance CHAPTER I: INTRODUCTION 1.1 Problem Statement Rapidly changing competition, customer needs, technologies and completion of task in today’s business environment have created temporal challenges for teams in the form of extremely short deadlines, complex and dynamic cooperation of task goals (e.g Hamm, 2006) These challenges require careful management of temporal (time) resources in teams (Lientz & Rea, 2001), making time become arelevance research issues Despite its importance, research on time, especially time in the deadline condition of team has been spare and inconsistent (Mohammed & Nadkarni, 2011) To answer the calle of the need to give understanding on this issue, an increasing number of researchers have been conducted on temporal perspective (e.g Ancona et al., 2001; Waller, 1998; Zimbardo & Boyd, 1999) In term of team temporal leadership, Mohammed and Nadkarni (2011)find out team temporal leadership has a positive impact on team performance However, their research just focuses on groups in one a technology company, which is not diverse enough to represent work forces in general In addition, they also yet to find out if the role of team temporal leadership on team performance can be effected by any moderator Derived from the notion that leaders can affect circumstances and circumstances can affect leaders in reverse, the author set out hypotheses that temporal leadership can be affected by their follower’s individual differences, which are time urgency(feeling chronically hurried [Landy et al, 1991]) and future time perspective(cognitive temporal bias toward being future oriented [Zimbardo & Boyd, 1999]) Vietnam is a fast developing country; with an average of GPD growth from 2000 to 2010 was more than % per year (tradingeconomy.com) The economic developing creates the need of change in leadership not only at individual level but also at group level tocoordinate member adapting with the sophisticate of tasks Despite the important of leadership in group and it moderators, which has been an interesting subject to researchers in developed countries, a comprehensive investigation on group level with Vietnamese work force has been spare.Answering this call, I investigate the moderating role of time urgency, future perspective on the relationship between team temporal leadership and team performance 1.2 Research’s Objectives This study examines the relationship between team temporal leadership and team performance It also analyses the moderating role of individual time urgency and time perspective on this relationship The questions below will be answer accordingly: Question 1:How team temporal leadership affects team performance? Question 2: How individual time urgency affects the relationship between team temporal leadership and team performance? Question 3: How individual future time perspective affects the relationship between team temporal leadership and team performance? Last but not least, this paper also wants to test if there is a difference on team performance between some main demographic (gender, age, and education) groups The literature review will define these concepts and reveal relevance researches on these issues The quantitative research will be conducted to answer these questions 1.3 Research’s Scope and Approach 1.3.1 Research’s Scope In Model Weak TU, table 4.18, value of sig =0.220 >0.05, this mean that with people who has low time urgency, team temporal leadership does not clearly impact on performance Table 4.19: Statistics of Relationship between TL and TP (moderator TU) Coefficientsa Standardized Unstandardized Coefficients Model B Strong (Constant) TU TL Weak TU (Constant) TL Coefficients Std Error t Beta 1.654 362 653 072 2.714 371 456 071 658 548 Sig 4.574 000 9.122 000 7.315 000 6.418 000 a Dependent Variable: TP The regression result of the relationship between team temporal leadership and team performance between strong TU group and weak TU group onceagain confirm the moderating role of time urgency on the effect of team temporal leadership on team performance b The Moderating Role of Future Time Perspective on The Relationship between Team Temporal Leadership and Team Performance Table 4.20 show that the effect of team temporal leadership (TL) on team performance (TP) among high future time perspective (strong FC) individuals (Adjusted R2=0.293, sig