According to the COR theory, perceiving resource availability is crucial for employees to have an ideal workday with high task performance and job satisfaction. Time is one of the most important resources that has distinguished characteristics and values. However, not many studies have examined how employees can feel perceived control of time in organizational settings, in which the employees’ daily time use is not only determined by their own time management but rather influenced by various environmental factors. Drawing from the COR theory and self-regulation theory, this study examines a context in which employees could enhance the level of perceived control of time and how it increased the level of daily job-related attitude and organizational consequences, such as engagement, task performance, and job satisfaction. In particular, this study focuses on the distinctive influence of leaders on their subordinates’ time use and perception. In this context, the study suggests that employees can enhance perceived control of time when they are informed about their leader’s daily time plan beforehand as a reference to predict their time use of the day and to begin a resource-related self-regulation process. Moreover, this study unfolds the indirect effect of the leader’s time plan sharing on daily task performance and job satisfaction via perceived control of time and engagement. Using Example Sampling Method (ESM), hypotheses are tested with 161 employees from the media industry, measured across five days. With all hypotheses supported, this study provides practical implications both for leaders and organizations and theoretically contributes to the COR theory and time research.