Team Procrastination Climate: An Integrative Multilevel Model

Abstract

In the current study, we extend procrastination at work to the team level and identify team procrastination climate as a new construct, the collective perceptions members of teams hold regarding procrastination at work. We also develop a theoretical model to examine how initiative-enhancing human resource management (HRM) systems and leader procrastination foster conditions to inhibit or facilitate team procrastination climate and subsequent team effectiveness, operationalized as team performance and team organizational citizenship behavior (OCB). We tested the theoretical model with two-source data collected from 550 members of 124 teams across three time periods. Results showed that initiative-enhancing HRM systems inhibited, while leader procrastination facilitated, the development of procrastination climate among team members that undermined team effectiveness. Further, leader procrastination was positively related to team procrastination climate only under low levels of initiative-enhancing HRM systems. These results provide new insight into theoretical implications for research on procrastination at work and offer practical implications about how to counteract the development of team procrastination climate.