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

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 III 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 Research’s Scope 1.3.2 Research’s Approach 1.4 CONTRIBUTION 1.4.1 Academic Contributions 1.4.2 Managerial Contributions .4 1.5 RESEARCH STRUCTURE CHAPTER 2: LITERATURE REVIEW 2.1 TIME URGENCY 2.1.1 Time Urgency and Type A Behavior Pattern 2.1.2 Characteristic of Time Urgency .6 2.1.3 Time Urgency and Team Performance 2.2 TIME PERSPECTIVE 2.2.1 Time Perspective 2.2.2 Time 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 Time Urgency Scale .19 3.3.2 Future Time Perspective 20 3.3.3 Temporal 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 IV 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 Regression 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 Test 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 V 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) VI 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 figure, we can easily see the slopes of TP line under high time urgency and high future time consequence are larger than the slope of TPline under low time urgency 60 and low future time perspective conditions This means that the relationship between TP and TL is more significant under high TU and high FC condition than under low TU and low FC condition Summary This chapter had confirmed the reliability of the measurements used in this paper Al the measurement of time urgency, future consequence, team temporal leadership and team performance was satisfy the threshold of the measurement with Cronback’s Alpha larger than 0.6 The Confirmatory Factor Analysis also confirmed the model fit or data fit the model The Regression test result support the hypotheses; team temporal leadership positively affects team performance, and time urgency and future time perspective positively moderate this relationship 61 CHAPTER 5: DISCUSSION In this chapter, the author discusses major findings regard to previous finding in other researches The implications of findings for management practices, contribution, limitation of the study and direction for further research also are discussed 5.1 Discussions of Findings The theoretical objective of this research is to introduce the conceptof team temporal leadership, time urgency, time perspective, and team performance which are not new in international context but still quite new in Vietnam The author discuss concept of team temporal leadership (Mohammed &Nadkarni, 2011) time urgency (Landy et al., 1991; Friedman and Roseman, 1974; Waller et al., 2002) and time perspective (Kluckhohn &Strodtbeck, 1961; Zimbardo & Boyd, 1988) to give a overall theoretical and empirical background the study The literaturereview shows us how to recognize high or low time urgency and future time perspective individuals We can recognize high time urgent individual by examine their daily behaviors High time urgent people tend to eat fast, be awareness of time, set task prioritization and schedule their own task within the allotted time (Conte, Landy & Mathieu, 1985) They also usually attend carefully the passing of time by checking their watch repeatedly (Price 1982) Individuals with high future time perspectives were highly goal-oriented individuals and were more likely other individuals to consider future consequences, make to-do lists, wear a watch, and have more clearly defined future goals Even though the author cannot prove but he believes that recognizing follower’s characteristics is an important skill of a leader to motivate their follower effectively 62 Other findings of this research has revealed empirical evident in area of leadership in time aspect, it is temporal leadership Regarding to the first question: How team temporal leadership affects team performance? The result indicates that strong team temporal leadership lead to better team performance This result one again support the finding of Mohammed and Nadkarni (2011) conducted in India This result go further one step to confirm that the team temporal leadership affect team performance in international context However, further research on different culture context, such as in Westerncountry to confirm this finding more firmly The results support the hypothesis that time urgency and future time consequence positively affect the relationship between team temporalleadership and team performance In specific, it reveal that the stronger time urgency and future time consequence individual is, the more team temporal leadership effectively affect on team performance Figure 4.2a and 4.2b reveals that individuals with low time urgency and future time perspective perceived high team performance than individuals with high time urgency and future time perspective incase of weak team temporal leadership However, individual with high time urgency and future time perspective will increase performance more significantly than the low ones The test of equality of mean (T-test, ANOVA) support the null hypotheses of all demographic variables on team performance In detail, there is no difference of mean of team performance between gender, age, and education group 5.2 Practical Implication First, since team temporal leadership truly and positively impact team performance, this study suggests that group leader should have strong temporal leadership to reduce role conflicts and increase synchronizing simultaneously In detail, leaders should remind team members of deadline, prioritize tasks and allocate time to each task, prepare and build in time for contingencies, problems, 63 and emerging issues, urge members to finish subtask on time, set milestones to measure task, effective in coordinating the department to meet task deadline, and to meet client deadlines Second, when there are followers with high time urgent and future time perspective characteristic in team, the role of team temporal leadership become more important These peoples tend to be frustrated and low performance under weak team temporal leadership However, this disadvantage can be reversed to become strength under a strong team temporal leadership Under a strong team temporal leadership, high time urgent and future time perspective individual will increase team performance more significantly, even better performance to people with low time urgent and future time perspective Thus with these people, manager absolutely should have strong team temporal leadership to motivate, coordinate their followers, and to make their follower’s characteristic become beneficially Thirds, between high time urgent and high future time perspective, leader should spend more time and effort to concentrate on high time urgent individual The role of team temporal leadership is important in both case but it is more important with high time urgent individuals than high time future perspective Under low team temporal leadership, high time urgent individual feel more frustrated and lower performance than high future time perspective They also fell more motivated and higher performance under high team temporal leadership than high future time perspective ones 5.3 Contribution of The Study The findings of this research not only contribute in leadership literature but also in managerial domain First, thestudy contributes to the leadership aspect by confirming the positive effect of team temporal leadership on team performance The result is consistent 64 with the findings of Mohammed and Nadkarni (2011), which conducted in a technological company in India This finding in Vietnam goes a further step to prove that the role of team temporal leadership may be positive in worldwide or at least in Asian cultural context Second, The author also contribute to individual temporal differences literacy by examine and confirming the moderating role time urgency and time perspective on the relationship between team temporal leadership and team performance, which has little research have mentioned so far The author believe that after using Googlescholar search engine to search the term: the moderating role of individual time urgency on the relationship between team temporal leadership and team performance, but there is no adequate result Third, the finding of the moderating role of time urgency and future time perspective give empirical evident and set a design for the author to discover and built basic literature on this issue 5.4 Limitation and Further Research First, Due to the limitation of time and aids, the probability sampling, base on age, sex, sectors, could not be conduct In this paper, the author uses the convenience sampling technique This sampling technique has some limitations on represent the population Further research which have time and support should use probability sampling method to collect data in considering adequate age, sex, education and working sectors of respondent Second, this research was conducted in Ho Chi Minh City and Dak Lak province Further research should be conducted in different cultural context Lastly, this paper just considers time urgency and future time perspective as moderator of relationship between team temporal leadership and team performance There may be another moderator rise from temporal individual differences, it is 65 pacing style However, the current measurement of pacing style, which is developed by Gevers at el (2006) is not reliable because it has just one item (Mohammed and Nadkarni, 2011) Furtherresearch should develop scale to measure pacing style and test its moderating role on the relationship between team temporal leadership and team performance IX REFERENCE Vietnamese references Chu Nguyễn Mộng Ngọc & Hồng Trọng., 2010: Phân Tích Dữ Liệu Nghiên Cứu với SPSS Nhà Xuất Bản Hồng Đức Nguyễn Đình Thọ & Nguyễn Thị Mai 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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. .. 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