How and When Perceptions of Top Management Bottom-Line Mentality Inhibit Supervisors’ Servant Leadership Behavior

Abstract

Extending existing bottom-line mentality (BLM) perspectives, we provide a new theoretical account of how supervisors’ perceptions of top management BLM influence supervisors’ servant leadership (SL) behavior. Using role theory, we propose that these perceptions inhibit supervisors’ SL behavior by reducing their SL role conceptualization or the extent to which supervisors consider SL part of their work responsibility. Further, given that the process underlying the relationship between perceived top management BLM and supervisor SL behavior may be explained by social learning theory and human adaptive capacity perspectives, we examine the incremental validity of supervisor SL role conceptualization versus supervisor BLM and empathy as mediating mechanisms. We also propose low perspective-taking among supervisors as a boundary condition that exacerbates the negative effect of perceived top management BLM on SL role conceptualization, which then results in less servant leader behavior. Data from two multiwave field studies in China and the United Kingdom provided some support for our hypotheses. Across unique cultural contexts, our findings highlight the value of a role theory perspective in understanding perceptions of top management BLM. We discuss critical theoretical and practical implications of these findings and avenues for subsequent research.

The Construct of Bottom-Line Mentality: Where We’ve Been and Where We’re Going

“…In fact, only four studies have examined factors that may propel leaders to adopt BLMs. In support of role modeling effects (Bandura, 1986), research has found that supervisors' perceptions of top management BLM positively influence the supervisor's own BLM (Babalola, Jordan, et al, 2022). Utilizing conservation of resources theory (Hobfoll, 1989), Rice and Reed (2021) argued that leaders' emotional exhaustion propels them to adopt BLMs to direct their attention toward "what matters most" as a way of coping with their lack of resources.…”

Supervisor Bottom-Line Mentality, Performance Pressure, and Workplace Cheating: Moderating Role of Negative Reciprocity

“…In line with previous studies on BLM ( Mawritz et al, 2017 ; Babalola et al, 2020a , 2022a , b ; Quade et al, 2021 ), and to improve the generalizability of our research findings ( Johns, 2006 ), we tested our hypotheses in two field studies on different populations. Data were collected from Pakistan and United States for Study 1 and Study 2, respectively.…”

The Influence of Leader Bottom-Line Mentality on Miners’ Safety Behavior: A Moderated Parallel Mediation Model Based on the Dual-System Theory

“…However, most previous studies have focused on the effects of constructive leadership on employee safety behaviors, and insufficient research has been conducted on destructive leadership [ 12 ]. As a practical but short-sighted management method, LBLM is also prevalent in an increasingly competitive business environment [ 22 , 79 ]. Given the harmful and prevalent nature of LBLM, this study further enriches the literature on safety behaviors by identifying LBLM as a hindering factor affecting employee safety behaviors.…”

“…Finally, the study introduces Chinese traditionality as the boundary of the LBLM to influence subordinates’ safety behavior. Previous research has explored many individual differences that enhance or diminish the effects of LBLM, but attention to cultural value orientations remains insufficient [ 60 , 79 ]. Especially for workplaces like coal mines, which are relatively closed and have high power distance, individual cultural value orientations may play a more significant role [ 27 ].…”