In modern business environment, time becomes more and more valuable resource fororganizations. The way managers will organize their time for completing managerialtasks, will influence not only job performance but inner feelings and job satisfaction,and, eventually, organizational performance. Research uses the term t emporaldispositions for analyzing how people are seeing the time. Temporal disposition hasdifferent elements and each of them are considering a different viewpoint of howpeople perceive the time. We found out that the connection between two basicelements of temporal disposition, time urgency and pacing styles, are not researchedproperly which leads into a misunderstanding about these concepts.  The purpose of this study is to d iscover the correlation between two different elementsof temporal dispositions (time urgency and pacing styles) through measuring the timeurgency and pacing styles of middle- and low-level managers. Further, this studyaims to enhance our understanding about Swedish managers’ time urgency andpacing styles. Finally, the thesis attempts to expand the academic field of temporaldisposition through e xplaining how the way managers are feeling about time (timeurgency) affects how they are distributing their time for completing managerial tasks(pacing styles). The quantitative research has been used in this study. A questionnaire with 10 itemshas been developed for this study, and 122 managers have been participated in thesurvey. The following correlation between time urgency and pacing styles has been found:time urgency is positively correlated with U-shaped pacing style and negativelycorrelated with steady-action style. We have not found any significant correlationbetween time urgency and deadline-action pacing style. Further, this study foundthat time patience (the opposite of time urgency) is positively correlated withsteady-action pacing style and negatively correlated with deadline-action pacingstyle. Similarly, results have shown that U-shaped pacing style is used both by timeurgent and time patient managers. Finally, we found that middle-level managers aremostly time urgent and using U-shaped pacing style when completing managerialtasks while low-level managers are mostly time patient and using steady-actionpacing style.

Ce mémoire porte sur l’effet médiateur du sentiment d’urgence temporelle du chef d’équipe et du sentiment d’urgence de l’équipe entre la durée du mandat du chef d’équipe et la sécurité psychologique de l’équipe. L’effet médiateur est évalué en deux temps. Le premier est d’évaluer si un chef d’équipe en poste depuis longtemps ressentira plus ou moins d’urgence temporelle et si cette dernière aura un effet sur la sécurité psychologique de l’équipe. Le deuxième est d’évaluer si un chef d’équipe en poste depuis moins longtemps aura un effet sur l’urgence temporelle ressentie par son équipe et si cette dernière affectera la sécurité psychologique de l’équipe. Les données ayant permis cette étude ont été recueillies auprès de 1 027 vendeurs d'une entreprise de services financiers au moyen de sondages répondus de manière volontaire et confidentielle. Les résultats indiquent que la durée du mandat du chef d’équipe n’a pas d’effet direct sur la sécurité psychologique de l’équipe. Toutefois, l’effet médiateur de l’urgence temporelle du chef d’équipe et de l’équipe est confirmé. Les résultats indiquent qu’un chef d’équipe en poste depuis longtemps ressent une urgence temporelle plus grande, ce qui nuit à la sécurité psychologique de l’équipe. Les résultats montrent également qu’une équipe qui a un nouveau chef d’équipe en poste ressent une plus grande urgence temporelle, ce qui favorise la sécurité psychologique de l’équipe. Ce mémoire met donc en lumière l’importance de l’urgence temporelle du chef d’équipe et de l’équipe comme antécédent de la sécurité psychologique au sein de l’équipe ainsi que la durée du mandat du chef d’équipe. / This master’s thesis focuses on the mediating effect of the team leader's time urgency and the team's time urgency between team leader's time tenure and the team’s psychological safety. The mediating effect is assessed in two ways. The first is to assess whether a team leader with a longer time tenure will feel more or less time urgency and whether this will have a positive or negative effect on the team’s psychological safety. The second is to assess whether a team leader with a shorter team tenure will influence the time urgency felt by its team and whether the latter will have a positive or negative effect on the team’s psychological safety. The data for this study was collected from 1,027 salespeople at a financial services company through surveys that were completed voluntarily and confidentially. The results indicate that the leader’s time tenure has no direct effect on the team’s psychological safety. However, the mediating effect of the team leader’s time urgency and the team’s time urgency is confirmed. The results indicate that team leader with longer time tenure experiences greater time urgency, which has a negative effect on the team’s psychological safety. The results also show that a team that has a team leader with a shorter time tenure feels greater time urgency, which has a positive effect on the team’s psychological safety. This master’s thesis therefore highlights the importance of the team leader’s time urgency and the team’s time urgency as an antecedent of psychological safety within the team as well as the duration of the team leader's mandate.