主动动机模型下时间领导对员工主动变革行为的影响

基于主动动机模型，探讨中国情境下时间领导对员工主动变革行为的影响。通过对239份有效配对问卷的调查，研究发现：时间领导能够显著促进员工主动变革；积极情绪在时间领导与员工主动变革行为间起部分中介作用；员工正念不仅正向调节时间领导与积极情绪的关系，而且正向调节时间领导通过积极情绪影响员工主动变革行为的间接效应，即员工正念水平越高，时间领导对积极情绪的正向影响越显著，且时间领导通过积极情绪对员工主动变革行为的影响也越显著。研究结果有助于打开时间领导对员工主动变革行为影响的“黑箱”，并为企业提供有效的管理启示。

The Influence of Temporal Leadership on Employees′ Taking Charge Behavior from the Perspective of Proactive Motivation Model

With greater uncertainty in today's dynamic and competitive business world, organizations seeking to gain a sustainable advantage over competitors are increasingly relying on their employees to take charge so as to build core competitiveness. Given the importance of employees taking charge, scholars and practitioners have wide discussion about the antecedents. There are mounting empirical studies regarding the impact of leadership on employees' taking charge behavior, such as empowering leadership, ethical leadership and participative leadership. However, little attention has so far been paid to the role of time in the leadership literature, as taking charge behaviors are often influenced by time. The behavior of taking charge is discretionary and requires time to initiate changes, and time pressure from the workplace may pose constraints on employee proactivity. Therefore, it is necessary to explore how managers orchestrate employees' daily work and improve their behavior of taking charge in response to such time-related challenges. Temporal leadership concerns a particular type of time management aiming to help employees organize their work tasks, such as defining clear schedules and reminding deadlines, synchronizing activities for employees. Such behaviors are expected to alleviate employees' time pressure, improve their working experience. According to the proactive motivation model, the positive emotional state is identified to be a key direct affective pathway to employee proactivity. In line with this reasoning, this study proposes that temporal leadership may promote employee taking charge behaviors.#br#The existing studies have yet to discuss the relationship between temporal leadership and employees' taking charge behavior. To unveil the underlying mechanism, this study draws on the proactive motivation model and takes positive emotion as mediating variable and employee mindfulness as moderating variable. It empirically examines the proposed model with 239 valid paired samples collected from a wide range of organizations in China. The results illustrate that temporal leadership can significantly promote employees' taking charge behavior, and positive emotion plays a partially mediating role in the relationship; employee mindfulness not only moderates the relationship between temporal leadership and positive emotion, but also moderates the mediating effect of positive emotion on the relationship between temporal leadership and employees' taking charge behavior. That is to say, the relationship of temporal leadership and positive emotion is relatively stronger when employee mindfulness is high, and the mediating effect is relatively stronger. #br#This study makes several important contributions to the existing literature. First, focusing on temporal leadership, the findings enriches the literature by identifying employee proactive behavior as an outcome of temporal leadership. It contributes to calls from previous scholars to include more nuanced leader behaviors when considering the impact of leadership on employee behaviors. Additionally, the study provides a novel insight to the extant literature regarding the antecedents of employees' taking charge behavior by incorporating the research field of temporal leadership, positive emotion, and employee mindfulness. Second, by building on the proactive motivation model, the study integrates positive emotion to unpack the ‘black box' of temporal leadership and employee taking charge behavior, which enriches the evidence for the motivational effects of temporal leadership on employees and organizations. It provides a more comprehensive understanding of how managers can motivate employee proactivity. Third, this study identifies employee mindfulness as a boundary condition of the relationship between temporal leadership and employees' taking charge behavior. The findings clarify the condition under which temporal leadership positively affects employee proactive behavior. This is also in response to previous calls for taking the role of employee mindfulness into account of leadership effectiveness. #br#Given that time is such a critical resource in the workplace, it provides important instructive implications by addressing the research gaps regarding the role of time in leadership for managerial practice. Considering the increased emphasis on employee proactivity, organizations need to realize the importance of temporal leadership in helping employees to work in an organized and rhythmic manner. Apart from leader behaviors, the results show that the positive effect of temporal leadership on employees' taking charge behavior is stronger with higher employee mindfulness. Organizations should therefore develop more training programs of mindfulness for employees to strengthen the effectiveness of temporal leadership.#br#