Although empirical evidence has preliminarily documented the impacts of team time urgency diversity on team performance, knowledge about how this process unfolds within organizations and the consequences for other aspects of team functioning is limited. Drawing upon Leading Diversity model (LeaD) and literature on team temporal diversity, we develop and test a model that specifies when and why team time urgency diversity promotes versus inhibits (a) team coordination effectiveness, (b) team performance, and (c) team organizational citizenship behavior (OCB). Results from a time-lagged and multi-source field survey of 87 teams suggest that the relationship between team time urgency diversity and team processes is contingent on the extent of leader planning. Specifically, when leader planning is lower (vs. higher), team time urgency diversity has a negative (vs. positive) effect on team shared temporal cognition and a negative (vs. non-significant) effect on team temporal complementarity. Furthermore, both team shared temporal cognition and team temporal complementarity exert positive effects on (a) team coordination effectiveness, (b) team performance, and (c) team organizational citizenship behavior. Implications for theory and practice are discussed.
