Leaders under pressure: time pressure and state core self-evaluations as antecedents of transformational leadership behaviour

Edina Dóci, Joeri Hofmans, Sanne Nijs, Timothy A. Judge

Research output: Contribution to journalArticle

3 Citations (Scopus)
35 Downloads (Pure)

Abstract

This study examines situational antecedents of transformational leadership by (a) studying the effect of time pressure on the emergence of transformational leadership behaviours, and (b) examining the mediating role of leaders’ state core self-evaluations. Twice per day for 10 consecutive working days, 42 leaders reported on their state core self-evaluations, transformational leadership behaviours and the time pressure they experienced, yielding 531 observations. Using multilevel path analysis, we found that time pressure had an indirect effect on transformational leadership through leaders’ state core self-evaluations. This mediated relationship was curvilinear; with time pressure having little to no effect on transformational leadership via state core self-evaluations when time pressure is below a leader’s average level of time pressure. However, once this characteristic average level is exceeded, time pressure has a negative effect on transformational leadership via its negative relationship with state core self-evaluations, and this relationship becomes stronger for increasing levels of time pressure.

Original languageEnglish
Pages (from-to)515-524
Number of pages10
JournalEuropean Journal of Work and Organizational Psychology
Volume29
Issue number4
DOIs
Publication statusPublished - 3 Jul 2020

Keywords

  • challenge stressors
  • core self-evaluations
  • psychological resources
  • time pressure
  • Transformational leadership

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