Bottom-line Mentality Research Articles

How leader bottom-line mentality impedes employee innovative behavior: a Pygmalion effect perspective

How leader bottom-line mentality impedes employee innovative behavior: a Pygmalion effect perspective

Leader Bottom-Line Mentality and the Meaning of Work

Leader Bottom-Line Mentality and the Meaning of Work

CEO Bottom-Line Mentality, Green HRM and Environmental Reputation: The Moderating Effect of Firm FP

CEO Bottom-Line Mentality, Green HRM and Environmental Reputation: The Moderating Effect of Firm FP

Supervisor bottom-line mentality and subordinate knowledge hiding: role of team climate

PurposeDrawing on social information processing theory, this study constructs a multilevel moderated mediation model. This model seeks to delve into the intricate and previously overlooked interplay between supervisor bottom-line mentality (BLM) and knowledge hiding. Within this context, we introduce self-interest as a mediating factor and incorporate performance climate as a team-level moderating variable.Design/methodology/approachThe time-lagged data involve 336 employees nested in 42 teams from 23 automobile sales companies in five regions of China. The analysis was meticulously executed using Hierarchical Linear Modeling, complemented by bias-corrected bootstrapping techniques.FindingsThe findings reveal that self-interest acts as a full mediator in the positive link between supervisor BLM and knowledge hiding. Furthermore, the performance climate plays a moderating role in both the relationship between supervisor BLM and self-interest, and the entire mediation process. Notably, these relationships are intensified in environments with a high performance climate compared to those with a low one.Originality/valueThis research stands as one of the pioneering efforts to integrate supervisor BLM into the discourse on knowledge hiding, elucidating the underlying psychological mechanisms and delineating the boundary conditions that shape the “supervisor BLM–knowledge hiding” relationship. Further, our insights provide organizations with critical guidance on strategies to curtail knowledge hiding among their employees.

How and when supervisor bottom‐line mentality affects employees' voluntary workplace green behaviors: A goal‐shielding perspective

AbstractThe present study examines how and when employees respond to supervisor bottom‐line mentality (BLM) by withholding voluntary workplace green behavior (VWGB). Drawing upon goal shielding theory, we developed a serial mediation model explaining that supervisor BLM inhibits their green advocacy, undermining the green work climate (GWC) and reducing employee VWGB. The analyses of multilevel data obtained from 287 employees and 68 supervisors provided support for the study hypotheses. Our findings showed that supervisor BLM constrained their green advocacy, which undermined the GWC and, in turn, dampened employee VWGB. Furthermore, supervisor moral reflectiveness muted the negative association between supervisor BLM and green advocacy and the negative indirect effect of supervisor BLM on employee VWGB serially via supervisor green advocacy and GWC. Our research provides novel insights into the values that responsibly impact voluntary green behaviors in the workplace by illuminating supervisors' BLM, moral reflectiveness, green advocacy, and GWC. Finally, we provide practical implications for leaders committed to enhancing their organization's environmental sustainability. We recommend future studies investigating the consequences of supervisor BLM, underlying mechanisms, and boundary conditions in understanding employees' responses toward workplace green behaviors.

The effect of supervisor bottom-line mentality and supervisory support on salesperson lone wolf tendencies–implications for turnover intention and performance

ABSTRACT As contemporary business-to-business (B2B) sales organizations endeavor to reorganize into collaborative institutions where synergy and cooperation are valued, sales executives are faced with the challenge of managing salespeople who exhibit Lone Wolf Tendencies (LWT). Such salespeople have a strong preference for working alone and are resentful of collaborating with others. The present study examines the impact of supervisory support and supervisor bottom-line mentality on LWT in B2B salesforces and the resulting influence on turnover intention and outcome performance. Research questions are presented and tested with a sample of 264 B2B salespeople using structural equation modeling.

When the victims fight back: the influence of workplace ostracism on employee knowledge sabotage behavior

PurposeThis study aims to investigate the negative interpersonal antecedents, emotional mediators and boundary conditions of knowledge sabotage behavior.Design/methodology/approachThe authors collected data from 275 Chinese employees using convenience sampling and snowball sampling across three stages. Subsequently, the authors used both hierarchical regression and bootstrap methods to test the proposed hypotheses.FindingsThe results confirmed that workplace ostracism has positive effects on employee knowledge sabotage behavior both directly and via employee anger. In addition, the authors found that employee bottom-line mentality (BLM) moderates not only the direct effect of workplace ostracism on employee anger but also the indirect effect of employee anger in this context. Employee conscientiousness moderates only the direct effect of workplace ostracism on employee anger and does not moderate the indirect effect.Originality/valueTo the best of the authors’ knowledge, this study not only explores the influence of workplace ostracism on employee knowledge sabotage behavior for the first time but also elucidates the underlying emotional mechanisms (anger) and boundary conditions (employee BLM and conscientiousness) by which workplace ostracism influences employee knowledge sabotage behavior, thus deepening the understanding of how knowledge sabotage emerges in organizations.

When competitive rewards create obsessions with bottom‐line outcomes: A social interdependence theory perspective of the mediating role of bottom‐line mentality

SummaryWe rely on social interdependence theory to examine bottom‐line mentality (BLM) as a motivational state that explains the effects of competitive rewards on oppositional actions in the forms of decreases in interpersonal organizational citizenship behavior (OCBI) and increases in social undermining. In line with social interdependence theory, we also examine learning goal orientation as a motivational attribute that can weaken these effects, suggesting that in comparison to employees low on learning goal orientation, employees high on the attribute are less likely to respond to their BLMs (that result from competitive rewards) with dysfunctional behaviors, because these employees will pursue their bottom‐line outcomes with an innate motivation to learn. We tested our hypotheses with three studies: an experimental study, a multisource, field study from a U.S. corporation, and a diverse, multisource, time‐lagged field study. Results from the experimental study and first field study revealed that BLM mediated the negative relationship between competitive rewards and OCBI; the second field study replicated these findings and demonstrated support for our full moderated mediation model. We provide theoretical and empirical support for the notion that BLM can serve as a motivational state that explains the effects of competition on workplace behaviors and learning goal orientation influences these effects.

Supervisor bottom-line mentality and employee workplace well-being: a multiple mediation model

PurposeThis study is intended to investigate the relationship between supervisor bottom-line mentality (BLM) and employee workplace well-being. In addition, this study discusses the mediating roles of perception of organizational politics and job anxiety in this relationship.Design/methodology/approachData were gathered from a two-wave survey of 301 full-time employees in southern China. The PROCESS macro in SPSS was applied to test the hypotheses.FindingsResults showed that supervisor BLM was negatively related to employee workplace well-being. Moreover, perceptions of organizational politics and job anxiety played multiple mediating roles in the relationship between supervisor BLM and employee workplace well-being.Originality/valueDrawing on the conservation of resource (COR) theory and cognitive-affective personality system (CAPS) theory, this study proposes a multiple mediation model to advance our understanding of how supervisor BLM affects employee workplace well-being.

Work for them or myself: a motivational approach to study the influences of supervisor bottom-line mentality on employee exhaustion

ABSTRACT Extending current bottom-line mentality research, this paper provides a new theoretical perspective for examining the how and when supervisor bottom-line mentality (i.e., supervisors who solely focus on bottom-line attainments at the expense of other priorities) is related to employee exhaustion. Drawing on self-determination theory, it is proposed that supervisor bottom-line mentality is positively related to external regulation and negatively related to intrinsic motivation, both of which can further predict employee exhaustion. Leader-member exchange is also proposed as a boundary condition that prevents the negative relationship between supervisor bottom-line mentality and intrinsic motivation but enhances the positive relationship with external regulation. Data collected at three time points from 251 employees in China provide support for most hypotheses, except the relationship between supervisor bottom-line mentality and intrinsic motivation. The proposed negative relationship was only significant after including control variables. Theoretical and practical implications are discussed and directions for future research are provided.

체험형 사회적 창업교육 참여자의 사회적 창업의도 예측요인

Social entrepreneurs play a crucial role in addressing entrenching societal problems that are difficult to solve at the individual level. To cultivate future social entrepreneurs, institutions increasingly provide experiential education programs where participants engage directly in social entrepreneurial activities. This study aims to identify psychological factors influencing the development of social entrepreneurial intentions among participants in such programs. Highlighting the challenging nature of a social entrepreneurial career, we propose that participants' learning goal orientation, meaning at work, and bottom-line mentality climate perception shape their intentions to become social entrepreneurs. We collected and analyzed two-wave survey data from 149 university students participating in an intensive experiential social entrepreneurship education program in South Korea. Results indicate that learning goal orientation positively affects meaning at work, which in turn, enhances social entrepreneurial intentions. Furthermore, bottom-line mentality climate perceptions moderate the positive relationship between learning goal orientation and meaning at work, as well as the positive effect of learning goal orientation on social entrepreneurial intentions via meaningful work. This study has several significant implications. First, it proposes and demonstrates that individual participants' learning goal orientation and meaning at work serve as predictors of the development of social entrepreneurial intentions during an experiential entrepreneurial education program. In doing so, it sheds light on the critical role of psychological variables in influencing the outcomes of entrepreneurial education. Second, the study reveals the negative effects of bottom-line mentality climate perception on shaping social entrepreneurial intentions, suggesting the necessity for educational frameworks that incorporate environmental contexts. Finally, this research offers evidence-based insights that educational institutions, policy-makers, and business leaders can utilize in devising strategies and systems to nurture the next generation of social entrepreneurs.

I cannot miss it! The influence of supervisor bottom-line mentality on employee presenteeism

PurposeBased on the cognitive appraisal theory of emotion and social comparison theory, this study explores the mediating mechanism and boundary conditions of supervisor bottom-line mentality on employee presenteeism.Design/methodology/approachUsing hierarchical regression and bootstrapping, we test the hypothesized relationships with three-stage data from 265 full-time employees in China.FindingsSupervisor bottom-line mentality has a significant positive influence on employee presenteeism. Workplace fear of missing out plays a mediating role between supervisor bottom-line mentality and employee presenteeism. Employees’ status-striving motivation positively moderates the influence of supervisor bottom-line mentality on employees’ workplace fear of missing out and enhances the mediating effect of workplace fear of missing out.Practical implicationsPresenteeism can be detrimental to employees’ health, and ultimately leads to a decrease in organizational productivity. Research conclusions warn companies to be vigilant about supervisors’ bottom-line mentalities and to strengthen employee health management.Originality/valueThis study explains when and how supervisor bottom-line mentality affects employee health, contributing to the literature on the antecedents of presenteeism and enriching the research on supervisor bottom-line mentalities and employee and organizational outcomes. This study clarifies the emotional mechanisms and boundary conditions of supervisor bottom-line mentality affecting presenteeism.

Exploring the Impact of Leader Bottom-Line Mentality on Subordinate Learning from Work Failures: A Social Information Processing Perspective.

Learning from work failures is not only beneficial for individual development but also crucial for improving organizational performance and achieving sustainable development. We hypothesize that leader bottom-line mentality, which is commonly used by leaders to prevent profit and performance losses, may reduce subordinates learning from work failures. Drawing on social information processing theory, this paper examines how and when leader bottom-line mentality negatively affects subordinates learning from work failures. We tested our hypotheses through a three-wave survey of 245 employees from several high-tech companies in China. For data analysis, we used SPSS 26.0 and Mplus 8.0 to test the theoretical model and research hypotheses. The results indicated that leader bottom-line mentality has a negative indirect effect on subordinates learning from work failures through the mediating role of subordinates' psychological availability. In addition, subordinate self-compassion can mitigate this negative mediating mechanism. The present study has several theoretical and practical implications for the current literature.

Escaping the organization: Examining the influence of supervisor bottom-line mentality on employee withdrawal

Abstract Many professional managers are driven to achieve the bottom line to secure income, honor, and standing in the workplace. Drawing on social information processing theory, we propose that supervisor bottom-line mentality in the workplace has a dysfunctional effect on organizations. Specifically, supervisor bottom-line mentality will hinder subordinates’ perception of the meaning of work, which eventuates high employee withdrawal (turnover intention and work withdrawal behavior). We also verified that amoral management weakens the negative relationship between supervisor bottom-line mentality and meaning of work in the first-stage moderated mediation model. Additionally, the strength of the indirect effects of supervisor bottom-line mentality on turnover intention and work withdrawal behavior is weaker (stronger) when supervisors’ amoral management is high (low). Our hypothesized moderated mediation model is supported by 301 data points generated by a three-stage full-time staff member. Furthermore, we put forward important theoretical and practical implications according to the research.

The influence of supervisor bottom-line mentality on knowledge territorial behavior and knowledge sabotage behavior

PurposeBased on social cognitive theory, this study aims to explore the influence of supervisor bottom-line mentality (SBLM) on employee knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior). The study first investigates the role of an ethical decision-making mechanism (moral disengagement) in mediating this relationship. In addition, it considers the possible boundary conditions to supplement research on the influence of SBLM in the knowledge management field.Design/methodology/approachThe authors collected 256 data points from employees across three stages using convenience sampling. The authors then tested the proposed hypothesis using hierarchical regression and bootstrap methods.FindingsThe results demonstrated that SBLM promotes employees’ moral disengagement, leading to more knowledge territorial behavior and knowledge sabotage behavior. Furthermore, high power distance orientation among employees exacerbates the ill effects of SBLM according to the first stage of a moderated mediation model. Employees with such an orientation are more likely to respond to a SBLM by exhibiting a higher level of moral disengagement, thus increasing their knowledge territorial behavior and knowledge sabotage behavior.Originality/valueResearch on the influence of SBLM in the knowledge management field is limited. This study not only clarifies the relationships between SBLM and two types of knowledge behavior (knowledge territorial behavior and knowledge sabotage behavior) but also enriches the research on the antecedents of these two types of knowledge behavior.

Does competitive action intensity influence team performance via leader bottom-line mentality? A social information processing perspective.

Leader bottom-line mentality (LBLM) exists when leaders solely focus on securing bottom-line outcomes to the exclusion of alternative considerations. Our research examines why leaders adopt LBLMs and the implications of this focused leadership strategy on team sales performance and pro-environmental behavior. Utilizing social information processing theory, we examine LBLM as a mediator and contend that competitive action intensity in the work environment provokes LBLM, which then signals to teams the importance of raising sales performance and reducing pro-environmental behavior. We also suggest that leader performance reward expectancy (i.e., perceptions that rewards are directly tied to high performance) serves as a first-stage moderator and team performance reward expectancy serves as a second-stage moderator, with higher (vs. lower) levels of each strengthening the indirect effects of competitive action intensity, through LBLM, onto team sales performance and pro-environmental behavior. Utilizing field data from a large pharmaceutical company (Study 1) as well as an experimental causal chain design (Studies 2a and 2b), we found support for our theoretical model. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Leader bottom-line mentality and employee pro-self-unethical behavior: the moderating role of contingent rewards and punishments

Purpose This study aims to investigate the situational factors that intensify the impact of leader bottom-line mentality (BLM) on employee pro-self-unethical behavior. In particular, the moderating role of contingent rewards and punishments is evaluated under the lens of situational strength theory. Design/methodology/approach Data were collected from 218 full-time employees working in the USA in a time-lagged study and analyzed using SPSS Process Macro. Findings Statistical analysis reveal contingent rewards and punishments significantly moderate the positive relationship between BLM and pro-self-unethical behavior. Practical implications This paper highlights the need for more balanced reward systems that incorporate moral conduct into work performance. It also emphasizes the role of robust accountability and monitoring systems in minimizing employees’ unethical behavior. Originality/value To the best of the authors’ knowledge, this is the first study to investigate the moderating role of contingent rewards and punishments on the relationship between leader BLM and subordinate pro-self-unethical behavior. Moreover, it provides significant empirical support to situational strength theory.

When focus and vision become a nightmare: Bottom-line mentality climate, shared vision, and unit unethical conduct.

Drawing on goal shielding theory (Shah et al., 2002), our study highlights the roles of bottom-line mentality climates and shared vision in encouraging collective unethical conduct in pursuit of financial results. Consistent with the theory, we hypothesize that high bottom-line mentality leaders shape their unit's bottom-line mentality climate by explicitly clarifying the importance of prioritizing financial results above all else and using motivational resources to encourage a sole focus on bottom-line attainment. We further hypothesize that a unit's shared vision, which captures a collective sense of purpose and direction, is a critical aspect of the unit's motivational context that increases the likelihood for collective bottom-line enhancing, unethical behaviors (i.e., concealing errors, bribery, and unethical pro-organizational behavior) in units with a salient bottom-line mentality climate. We test our hypotheses in a two-wave, multi-industry field study of work units in central Italy (N = 96). Results indicate that leaders with a bottom-line mentality foster a bottom-line mentality climate in the units they lead, and the linkages with unit unethical conduct are dependent on the unit's shared vision. While shared vision strengthened the effects of bottom-line mentality climates on concealing errors, it served as a necessary condition to motivate more severe forms of unethical conduct. Our study thus demonstrates a dark side to shared vision in that it channels motivational resources toward a unit's bottom-line priorities. When those priorities are singularly focused on the bottom line, shared vision can help to motivate undesirable behavior. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

More haste, less speed: leader bottom-line mentality and employee counter-productive social cyberloafing

PurposeThe purpose of the study is to explore the relationship between leader bottom-line mentality (BLM) and employee social cyberloafing behavior. Based on social exchange theory, the authors propose that leader BLM will promote employee social cyberloafing behavior via psychological contract breach, especially when employee needs for relatedness is high.Design/methodology/approachTo test the hypotheses, the authors conducted a multi-wave, multi-source field study with 185 paired employee–leader dyads at three time points. The hypotheses were tested by Mplus with a bootstrap approach to obtain confidence intervals.FindingsThe results show that leader BLM has a positive impact on employee social cyberloafing behavior, which is mediated by psychological contract breach. In addition, employee needs for relatedness moderates this process. Specifically, when employees pertain high needs for relatedness, the influence of leader BLM will be stronger.Practical implicationsThis research paper highlights the detrimental influence of leader BLM and provide directions for preventing employee cyberloafing behavior.Originality/valuePrevious studies have drawn inconsistent conclusions on the effectiveness of leader BLM, such as enhancing task performance and eliciting social undermining. This study further explores the underlying mechanism linking leader BLM to employee social cyberloafing behavior and the boundary conditions. This has subsequently provided practitioners with new perspectives regarding why employees engage in counter-productive social cyberloafing.

How Bottom-Line Mentality Leads to Abusive Supervision? Investigating the Mediating Effects of Anxiety.

By integrating the theory of workplace anxiety with a self-regulatory theory, this study investigates the mediating role of workplace anxiety in the relationship between leader bottom-line mentality and abusive supervision targeting the follower, as well as the moderating effect of rules climate on leaders' emotion-behavior process. A total of 393 employees and 91 supervising managers participated in the multi-source, two-wave survey. To test our hypotheses, we performed the regression analysis and conducted bootstrapping analyses using the Hayes PROCESS Model. Findings indicated that leader bottom-line mentality has a positive indirect relationship with abusive supervision via workplace anxiety. In addition, rules climate weakens abusive supervision for workplace anxiety, revealing a significant moderate effect. Leaders with high BLM encapsulate apprehension and tension, which are deficient in fostering workplace anxiety as an important affect process that facilitates abusive supervision. During this process, we identify rules climate as an important boundary condition for our model and theorization.