The Relationship Between Supervisor Bottom-Line Mentality and Subordinate Work Performance: Linear or Curvilinear Effects?

Abstract

PurposeCombine the transactional model of stress and coping with the challenge and hindrance stressor framework. This study examined whether there is a linear or curvilinear relationship between supervisor bottom-line mentality (BLM), which emphasizes the pursuit of bottom-line results above all else, and the work performance of subordinates.Materials and MethodsA total of 284 two-wave dual-source survey data have been collected from an insurance company in China. Analysis was conducted in two steps. First, confirmatory factor analysis (CFA) was used to test the validity of scales. Second, hierarchical regression analysis was conducted to examine the hypotheses.ResultsResults show that there has an inverted U-shaped (curvilinear) relationship between supervisor BLM and subordinate work performance. As the level of supervisor BLM increases from low to moderate, subordinate work performance increases; as the level of supervisor BLM increases from moderate to high, subordinate work performance decreases. Moreover, this study finds that the inverted U-shaped relationship between supervisor BLM and subordinates’ work performance was stronger when subordinates have higher power distance orientation.ConclusionUnlike previous studies which found a linear relationship between supervisor BLM and subordinate work performance, this study provided the first empirical examination of our hypothetical inverted U-shaped relationship of supervisor BLM impact on subordinate work performance. In addition, this study found that the relationship was stronger when subordinates had a higher power distance orientation.