It's Time for Temporal Leadership: Individual, Dyadic, Team, and Organizational Effects

Abstract

KENT K. ALIPOURThe Pennsylvania State UniversityAlthough we agree with Lord and Dinh’s(2014) emphasis on time as a critical ele-ment in understanding leadership effective-ness, we argue that temporality should beincorporated into the leadership constructitself, in addition to examining effects overtime. Toward the goal of better understand-ing ‘‘howleaders become effective as theyinfluence individuals, groups, and orga-nizations’’ (Lord & Dinh, 2014, p. 158),it is important to consider the processby which leaders manage multiple timeframes, synchronize member contributions,and coordinate work so that deadlines aremet. Although nascent, extant work ontemporal leadership shows promise (e.g.,Halbesleben, Novicevic, Harvey, & Buck-ley, 2003; Mohammed & Nadkarni, 2011)but can be significantly enriched by apply-ing the leadership principles and generalframework identified by Lord and Dinh.Therefore,ourresponse(a)extendsthefocalarticle’s discussion of the role of time inleadership to include temporal leadershipand (b) illustrates how the model depictedin figure 2 of the focal article delineatesa multilevel research agenda for temporalleadership that can stimulate future empir-ical research. As work intersecting time