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Temporal leadership is a new construct that predicts team outcomes. This study examines the mediating role of shared temporal cognitions and the moderating role of time pressure in the relationship between temporal leadership and project success within sustainable construction projects.

The multi-source and multi-wave data were collected via self-administered questionnaires from teams working on sustainable construction projects. The direct and mediating hypotheses were tested using multi-level structural equation modelling, while moderated mediation hypotheses were examined by applying the bootstrap method using SPSS Process Macro.

The results showed that temporal leadership enables project success via shared temporal cognitions. Temporal leadership is most beneficial for facilitating project success via shared temporal cognitions when teams experience high time pressure.

This is the first study examining shared temporal cognitions as a mediator of the relationship between temporal leadership and project success. Also, this is the first study that considered time pressure as a boundary condition that influences the relationships between temporal leadership, shared temporal cognitions and project success within sustainable construction projects. The study provides valuable advice to project managers and project-based construction organizations about using and managing time within projects.

The present study aims to advance a new framework to spur creativity at individual and team levels in the construction industry by studying a leader's sense of humor. The authors develop and test a multi-level model to investigate the direct and indirect effects of leader's humor on creativity within teams working on construction projects. The authors draw on the benign violation theory to hypothesize that a leader's sense of humor influences the acceptability of norm violations in teams, which helps to improve their creativity. The authors also integrate the benign violation theory with the social information processing theory to examine the indirect effects of project leader's sense of humor on individual- and team-level creativity via team psychological safety.

The authors collected data from 165 members nested in 45 teams working on construction projects in China. The construct's factor structure and discriminant validity were established through confirmatory factor analysis. The authors used multi-level modeling via Mplus to test team-level to the individual-level direct and indirect hypotheses, while team-level direct and indirect hypotheses were tested using ordinary least squares regression.

The results show that the leader's humor has a dual positive direct effect on individual and team creativity. Furthermore, these effects are partially mediated by team psychological safety. The implications of these findings to improve the construction management theory and practice are discussed in the manuscript.

The current study contributes to the literature by understanding the significance of leader humor in predicting individual-level and team-level creativity within the construction sector. It expands the literature by examining team psychological safety as the underlying mechanism in the relationship between leader humor and creativity.

The Chinese firms are keenly focused on reducing their environmental footprints as part of the competitive strategy. Within the context of sustainable organizations in China, we test a multilevel framework that examined the impact of environmental-specific servant leadership on the green individual (pro-environmental behavior) and team (project green performance) outcomes within projects. Using social identity theory, we theorize and test the mediating role of green self-identity (individual level) and team green identification (team level) in the relationships between environmental-specific servant leadership, pro-environmental behavior and project green performance.

We used survey questionnaires to collect multi-level and multi-wave data from 42 ongoing project-based sustainable organisations in China. The multilevel team to individual-level hypothesis were analyzed using multilevel-modeling via Mplus, while team level hypotheses were tested using ordinary least squares regression.

The multilevel regression analysis showed that environmental-specific servant leadership has a trickle-down effect of green self-identity, which subsequently predicts pro-environmental behavior. The ordinary least squares regression results demonstrated that environmental-specific servant leadership predicts project green performance via team green identification. Also, environmental-specific servant leadership has a positive and direct impact on pro-environmental behavior and project green performance.

We offer community and service dimension of leadership as a determinant of environmental performance at multiple levels. We provide managerial and policy implications to Chinese organizations striving to reposition themselves as eco-friendly organizations both nationally and globally.

The study is among the first to understand the role of environmental-specific servant leadership in predicting individual-level and team-level environment-related mediator and outcomes simultaneously.

Servant leadership is a new follower-centric style of leadership. The purpose of this paper is to examine the impact of the project leaders’ servant leadership style on project team effectiveness via team goal clarity and team process clarity within the project-based organizational context.

A total of 58 teams working in 3 project-based organizations participated in the survey study. Team members rated their project leaders’ servant leadership style, team goal clarity and team process clarity in the project, while leaders evaluated team effectiveness. Hypotheses were tested using multi-level structural equation modeling.

Results suggested that servant leadership had a positive and significant impact on project team effectiveness via team goal clarity and team process clarity.

The study examined the influence of servant leadership as a team leadership approach within a project context. As a multi-level design, the study also identified the team-specific mechanisms (team goal clarity and team process clarity), which could help accomplish team effectiveness.