How do Chinese employees respond to leader bottom-line mentality? A conservation of resources perspective

Wan, Wenhai; Zhang, Danni; Liu, Xiayi; Jiang, Kaijie

doi:10.2224/sbp.9824

Cited by 8 publications

(21 citation statements)

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“…Furthermore, we focused on SL behavior as our dependent variable and did not include other outcome variables that might result from perceived top management BLM. Recent research suggests that working under BLM leaders can be resource-depleting (Quade et al, 2021; Wan, Zhang, Liu, & Jiang, 2021). Once resources are depleted, individuals’ well-being and performance will likely suffer (Hobfoll, Halbesleben, Neveu, & Westman, 2018).…”

Section: Discussionmentioning

confidence: 99%

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

Babalola

Jordan

Ren

et al. 2022

Journal of Management

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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.

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Section: Discussionmentioning

confidence: 99%

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

Babalola

Jordan

Ren

et al. 2022

Journal of Management

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“…For example, Elsaied [ 48 ] suggested that exploitative leadership leads to emotional exhaustion by exerting work pressure on employees and limiting their career development. Wan et al [ 32 ] study confirmed that LBLM leads to a significant loss of emotional resources and a state of emotional exhaustion. Emotional exhaustion in individuals often leads to numerous negative outcomes.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 97%

“…According to dual-system theory, the emotional exhaustion state implies that employees lack sufficient resources for self-control, which can disable the individual cognitive system 2 and lead to employees exhibiting lower levels of safety behaviors [ 12 ]. Therefore, given the established relationships between LBLM and emotional exhaustion, emotional exhaustion, and safety behaviors in the existing literature [ 12 , 32 ], based on dual-system theory, this section focuses on the mediating role of employee emotional exhaustion between LBLM and employees’ safety behaviors.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…Specifically, on the one hand, LBLM fosters a vicious competitive climate within the organization and demonstrates disregard for organizational safety [ 21 , 29 ], which leads to employees’ concern about their job safety and life safety [ 30 , 31 ]. Such a negative leadership style can lead to miners’ emotional exhaustion [ 32 ], which makes employees’ system 2 paralyzed and unable to use correct coping behaviors when facing safety decision-makings [ 12 ] The LBLM instills employees with financial benefits over safety, which subconsciously undermines their perceptions of safety. This can lead to a decrease in miners’ safety consciousness and contamination of safety-specific system 1, making it difficult for miners to effectively identify safety hazards in the workplace [ 33 ].…”

Section: Introductionmentioning

confidence: 99%

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

Niu

Xia

Qiao

2022

IJERPH

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As a high-risk industry that is always struggling with unsafe factors, coal mine enterprises must prioritize safety in their operation and management, but there are still some short-sighted coal mine managers who choose to leave safety behind in the desperate pursuit of financial benefits, resulting in coal mine accidents from time to time. Unfortunately, this leadership style, known as leader bottom-line mentality, has not yet received sufficient attention in the safety field. Based on dual-system theory, this study aimed to explore the mediating role of emotional exhaustion and safety consciousness between leader bottom-line mentality and miners’ safety behavior, as well as the moderating role of Chinese traditionality. Using a sample of 422 frontline miners in China, the results of the data analysis showed that emotional exhaustion and safety consciousness played parallel mediating roles between leader bottom-line mentality and miners’ safety behavior, and Chinese traditionality moderated the effect of leader bottom-line mentality: the higher the Chinese traditionality, the weaker the mediating effect of emotional exhaustion and the stronger the mediating effect of safety consciousness. Present research explains the mechanisms and boundaries of the influence of leader bottom-line mentality on miners’ safety behavior, contributing to the emerging literature on safety management and bottom-line mentality.

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“…While bottom-line mentality can potentially benefit organizations, it has many negative implications on performance ( Eissa et al, 2019 ; Quade et al, 2020 ; Lin Y. et al, 2021 ). For example, when supervisors are engrossed with solely bottom-line goals, their followers suffer from negative experience, such as insomnia, work-family conflict, and emotional exhaustion ( Farasat et al, 2021 ; Quade et al, 2021 ; Wan et al, 2021 ). Supervisor bottom-line mentality also provokes unethical problems on the part of employees ( Mesdaghinia et al, 2019 ; Babalola et al, 2021 ).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Corporate Social Responsibility and Cheating Behavior: The Mediating Effects of Organizational Identification and Perceived Supervisor Moral Decoupling

Luan

Zheng

2022

Front. Psychol.

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Previous corporate social responsibility (CSR) studies at the employee level have focused on the influence of CSR on employees’ positive attitudes and behavior. However, little attention has been paid to the relationship between CSR and unethical behavior and the underlying mechanism. Based on social information processing theory, this study investigates how CSR affects employee cheating via employees’ organizational identification and perceived supervisor moral decoupling. Additionally, this study discusses the moderating effect of employee bottom-line mentality on these relationships. We test this two-path model using a sample of MBA students in China. The results indicate that both organizational identification and perceived supervisor moral decoupling mediate the relationship between CSR and cheating, and employee bottom-line mentality moderates the effect of CSR on perceived supervisor moral decoupling. Specifically, for employees low in bottom-line mentality, CSR has a significantly negative impact on perceived supervisor moral decoupling, but the same relationship is insignificant for employees with a strong bottom-line mentality. Overall, our results uncover the relationship between CSR and employee cheating and extend the understanding of the influence of CSR on employees.

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How do Chinese employees respond to leader bottom-line mentality? A conservation of resources perspective

Cited by 8 publications

References 0 publications

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

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

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

Corporate Social Responsibility and Cheating Behavior: The Mediating Effects of Organizational Identification and Perceived Supervisor Moral Decoupling

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