The unintended consequences of temporal leadership: a multilevel investigation of the effects of temporal leadership on employee silence
Abstract
Purpose
Existing research has generally viewed that temporal leadership has positive impacts on employees but ignores its potential drawbacks. This study aims to develop a model to explore its possible negative impacts on employees, drawing upon social information processing theory.
Design/methodology/approach
This study conducts a multi-wave and multisource survey to test the model, and the authors test the hypotheses with multi-level analysis using Mplus 7.4 and R package for Monte Carlo.
Findings
Results suggest that temporal leadership induces employee work alienation, thus leading to employee silence. Furthermore, shared temporal cognitions moderate both the relationship between temporal leadership and work alienation and the indirect effect of temporal leadership on employee silence via work alienation.
Originality/value
Taken together, this study reveals the potential dark side of temporal leadership and provides a more comprehensive and dialectical research perspective for temporal leadership literature.
Keywords
Acknowledgements
Yu Zhu, Wenjuan Mei, and Meilan Nong have contributed equally to this work and share the first authorship.
Funding: This work was supported by National Social Science Foundation of China [22BGL126], the Fundamental Research Funds for the Central Universities [23JNLH07] National Natural Science Foundation of China [72272053], General Foundation Program of the Ministry of Education of Humanities and Social Science [17YJA630101].
Citation
Zhu, Y., Mei, W., Nong, M. and Wang, Y. (2024), "The unintended consequences of temporal leadership: a multilevel investigation of the effects of temporal leadership on employee silence", Chinese Management Studies, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/CMS-04-2023-0159
Publisher
:Emerald Publishing Limited
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