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JEL Classification System: D23 Organizational Behavior; O15 Human Resources, Human Development. In the modern organizations where work is to a far extend based on teamwork, identifying the conditions supporting team effectiveness is crucial. In the present research the leader’s sensegiving and leader’s promotion of team sensemaking are analysed as potential moderators of the relationship between temporal team conflict and team effectiveness. The intragroup conflict has been studied in the literature in many context, however, not much attention has been given to leader’s sensegiving in a conflict situation. The present research aims to fill this gap by analysing relationship between the leader’s sensegiving and leader’s promotion of team sensemaking with team effectiveness, through their moderation of negative effects of conflict. As the result of the analysis, the hypothesis of the moderating effect of leader’s sensegiving and leader’s promotion of sensemaking was not supported while investigating temporal conflict, however, in the further analysis of other types of intragroup conflict leader’s promotion of sensemaking showed to have a significant moderating effect on the negative relationship between task conflict and team effectiveness, through reduction of the detrimental effect. Further research is suggested to extend the results of this relevant area of investigation. Em organizações modernas, onde maior parte do trabalho é baseado em equipas, a identificação de condições que apoiem a eficácia de equipa é de grande importância. No presente trabalho o sensemaking do líder e promoção de sensemaking pelo líder são analisados como potenciais moderadores de relação entre o conflito temporal e a eficácia de equipa. O conflito temporal foi estudado em vários contextos, no entanto pouca atenção foi dada ao papel de sensemaking do líder em situações de conflito. O presente trabalho tem o objetivo de responder a esta lacuna, oferecendo a análise de relação de sensegiving do líder e de promoção de sensemaking pelo líder, com a eficácia de equipa, através das suas moderações de efeitos negativos de conflito. Como o resultado da análise, as hipóteses sobre o efeito de moderação de sensesegiving do líder, e de promoção de sensemaking pelo líder, não foi suportada em relação ao conflito temporal. Porém, a promoção de sensemaking pelo líder teve um efeito de moderação significativo para a relação negativa entre o conflito de tarefa e a eficácia de equipa, através de redução do efeito negativo. Continuação de investigação nesta área relevante é recomendada com o objetivo de extensão de resultados.

Este estudo tem como principal objetivo investigar em que medida as cognições partilhadas sobre o tempo, enquanto mecanismos de coordenação implícita, têm um papel moderador na influência negativa que o social loafing tem na eficácia das equipas. Participaram 154 indivíduos, perfazendo um total de 42 equipas, assim como os seus líderes diretos, que atuam na área de consultoria em diferentes empresas. Os resultados sugerem que, de facto, o social loafing apresenta uma influência negativa na eficácia das equipas. Contudo, os resultados revelam, que as cognições partilhadas sobre o tempo não são moderadores desta relação. Por último são analisadas as implicações e limitações da investigação. The main purpose of this research was to understand if the shared temporal cognitions have a moderating role in the negative influence that social loafing has in team effectiveness. There were 154 participants, comprising 42 teams, from different organizations that work in consulting area. The results suggest that social loafing has a negative effect on team effectiveness, however the hypothesis that shared temporal cognitions are a moderator of that relationship was rejected. Finally, the implications and limitations of this study were discussed.

Purpose – The purpose of this paper is to provide more insight into team temporal constructs and team satisfaction, this study proposes and tests a multiple mediation model of shared temporal cognition (STC), temporal conflict (TC), action processes, and team satisfaction. Design/methodology/approach – The authors test the theoretical model in a sample of 364 student teams (1,414 individuals) from universities in the USA, Switzerland, Germany, and Portugal. Participants completed questionnaires at three points in time. Findings – Results indicated a direct, positive relationship between STC and team satisfaction and a direct, negative relationship between TC and team satisfaction. Action processes and TC partially and sequentially mediated the relationship between STC and team satisfaction over time. Research limitations/implications – This study was restricted to self-report, to a student population, and to Western cultures. The study was not of an experimental nature which prevents making causal claims regarding relationships among variables. Practical implications – These results demonstrate the need for teams to be conscious of time and its relationship to team interaction and satisfaction. The authors advise both team leaders and members to acknowledge the importance of STC. Social implications – The need for temporal awareness and STC in collaborative endeavors, and the need to mindfully utilize action processes to minimize conflict and assist in the effective use of shared cognition is widely applicable from a societal perspective. Originality/value – This study provides new theoretical and empirical insight into a multiple mediation model including STC, TC, action processes, and team satisfaction. The size and multi-cultural nature of the sample also enhance the generalizability of the findings.