The clocks that time us are not the same: A theory of temporal diversity, task characteristics, and performance in teams

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It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship (2017, background): “Finally, because time-urgent individuals view time as a scarce resource, time-urgent leaders will prioritize group tasks (Rastegary and Landy, 1993; Mohammed and Harrison, 2013).”
The “Other” Time: A Review of the Subjective Experience of Time in Organizations (2020, background): “An individual difference that reflects the degree to which a person believes time is scarce and therefore feels chronically hurried and hyperaware of time (Mohammed & Harrison, 2013*; Waller et al., 2001*; see also Landy et al., 1991).”
Nonverbal Behavior and Communication in the Workplace (2016, background): “…leadership and team research has advanced with the inclusion of temporal individual differences, such as time urgency (feeling hurried or not), polychronicity (a preference for multitasking), time perspective (focusing on past, present, or future), and pacing style (Mohammed & Harrison, 2013).”
A Dynamic Perspective on Diverse Teams: Moving from the Dual-Process Model to a Dynamic Coordination-based Model of Diverse Team Performance (2016, background): “, 2002), and time orientation (Mohammed and Nadkarni, 2011, 2014; Mohammed and Harrison, 2013), among others.”