Time is the most important intangible resource in organizations.Team temporal leadership,as a key factor in improving the efficiency of organizational time utilization,has received significant research attention in recent years.However,there is still controversy surrounding the concept and connotation of team temporal leadership,and there is a particular lack of exploration regarding its mechanisms on team and individual effectiveness.Therefore,this study will undertake a series of research centered on the core concept of"time".It will involve clarifying the concept of team temporal leadership,developing a scale in the Chinese context,and investigating the multi-level mechanisms through which team temporal leadership influences team and individual effectiveness.This research not only makes a significant contribution to the theoretical development of team temporal leadership but also holds important practical implications for time management within teams and organizations.

The concept of Future Work-Salience (FWSS) plays a pivotal role in ensuring sustainable employability. Previous studies on FWSS have primarily focused on career-related outcomes, neglecting the broader domain of proactive behaviors. Furthermore, the existing literature lacks research that has comprehensively compared and analyzed multiple categories of proactive behavior within the same study. Drawing on the conservation of resources theory, the present study aims to examine the effects of FWSS on pro-organizational, prosocial, and pro-self-proactive behaviors via career planning, and the potential moderator of uncertainty avoidance. Data were collected using two-wave questionnaires from 191 Chinese employees and analyzed using PLS-SEM. The results showed that FWSS positively affected pro-organizational, prosocial, and pro-self-proactive behaviors via the mediator of career planning. Uncertainty avoidance weakened the positive effect of career planning on pro-self-proactive behavior, but did not significantly moderate the relationship between career planning and pro-organizational or prosocial–proactive behaviors. This study reveals the positive effects of FWSS on organizations, colleagues, and individuals, as well as the underlying mechanism and boundary conditions. By comparing the similarities and differences among multiple proactive behaviors, the theoretical applications and research scope of proactive behaviors were expanded. Finally, we have provided effective management suggestions for organizations on how to improve employees’ proactive behaviors.

通过两阶段问卷收集,探究了资质过剩感对主动职业生涯行为的影响及职业满意度的中介作用。统计分析结果表明:资质过剩感对主动职业生涯行为存在U型影响,职业满意度在其中起完全中介作用。方差分析及多重比较证明了国有企业的资质过剩感显著高于私营企业和外资企业;国有企业的职业满意度显著低于私营企业和合资企业,外资企业的职业满意度也显著低于私营企业;国有企业的主动职业生涯行为显著低于合资企业;资质过剩感、职业满意度与主动职业生涯行为在不同性别、学历、婚姻状况的分布中均无显著差异。

Purpose Upper echelons theory regards the CEO as a top management team (TMT) member. Research has rarely distinguished the CEO from other TMT members and has not explained the boundaries between them, which causes little attention to be paid to the interaction between the CEO and TMT members. The authors want to divide the CEO and other TMT members into two independent parts and explore the types of interactions between them and the impact of these interactions on organizational performance. The two independent parts and their interactions are important for the integration, supplementation and refinement of leader-team research in the empirical field. Design/methodology/approach A-share listed companies in the Shenzhen Stock Exchange with continuous operation from 2012 to 2015 were selected as samples. The data in the sample were mainly from the CSMAR database and the obtained data were checked with the data in RESSET, Sina Finance, Phoenix New Media and Eastmoney to ensure their accuracy and completeness. Finally, 209 companies were selected as the sample. The authors used SPSS 22.0 to process data. Findings The results showed that social network interaction, skill interaction and social experience interaction between the CEO and TMT members significantly affected organizational performance and the effects are more significant than those of the CEO and TMT members individually. Originality/value Such consideration can more clearly clarify the organizational use of CEO and TMT members and the complementary and overlapping relationships between them. Further, such consideration is instructive for the rational allocation and efficient operation of leaders and their team members in practice.