How leader bottom-line mentality relates to employee innovation: a cross-layer model mediated by psychological contract breach

Liu, Longjun; Fan, Qing; Liu, Ruhong; Long, Jing

doi:10.1108/lodj-04-2021-0156

Cited by 9 publications

(9 citation statements)

References 43 publications

(132 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Furthermore, employees who share the values of the organization responded to leader BLM with weaker relative deprivation and mitigated negative effects on psychological safety. Additionally, research has found that employees higher in moral identity respond to leader BLM with a stronger breach in their psychological contracts (i.e., a failure to fulfill obligations owed to employees; Rousseau, 1995) that then reduces their innovation (Liu, Fan, Liu, & Long, 2022).…”

Section: An Overview Of Leader Blmmentioning

confidence: 99%

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

Greenbaum

Mawritz

Zaman

2023

Journal of Management

View full text Add to dashboard Cite

A growing body of research has examined the construct of bottom-line mentality (BLM), which captures a tunnel vision focus on securing bottom-line outcomes to the disregard of competing work priorities. We offer a systematic review of the literature to summarize current knowledge of BLM, what is missing in the literature, and key opportunities for advancing our theoretical understanding of the construct. Our review first defines and conceptualizes BLM and then organizes past BLM findings according to the key sources of BLM: (a) leader, (b) employee, and (c) collective BLM. When applicable, research on each source of BLM is synthesized with respect to its most prevalent theoretical frameworks and in relation to its (a) outcomes, (b) antecedents, and (c) instances whereby BLM serves as a moderator. Our discussion then examines the critical ways in which BLM research can advance with the most theoretical rigor. We first discuss whether there is value in studying a BLM with respect to non-financial, bottom-line outcomes. Second, we question whether BLMs always (or mostly) foster the desired bottom-line outcome. Third, we provide theoretical arguments that support BLM as a potentially activated psychological state that is driven by context and suggest specific contexts that could be the driving forces of BLMs at work. Finally, we discuss the ways in which BLM research can improve methodologically, including a suggestion of how to revise the current BLM measure to advance BLMs with respect to non-financial, bottom-line outcomes.

show abstract

Section: An Overview Of Leader Blmmentioning

confidence: 99%

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

Greenbaum

Mawritz

Zaman

2023

Journal of Management

View full text Add to dashboard Cite

show abstract

“…Leaders’ role remained significant for performance pressure, employee’s actual performance and un-ethical behavior ( Zhang et al, 2021 , 2022 ; Liu et al, 2022 ). Ambitious leaders are needed by organizations ( Steffens et al, 2018 ).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Leaders’ ambition and followers’ cheating behavior: The role of performance pressure and leader identification

et al. 2023

View full text Add to dashboard Cite

PurposeWe seek to understand why and how leaders’ actions that are positive from organizational perspectives, drive to engage employees in cheating behaviors.Design/methodology/approachThe proposed mediated moderation model was tested in two separate studies, study 1 and study 2, with data collected from police officers and employees of Islamic banking respectively, and then analyzed with Mplus for random coefficient models for direct effects, indirect effects, and for mediated moderation.FindingsIt was found that leaders’ ambitions may enhance performance pressure on the subordinates, which in turn promotes their cheating behavior. Overall, we found that the traditional view of ambition theory only emphasizes good mechanisms such as motivation. However, to integrate with a social identity perspective, ambition would also cause pressure and pressure rather than motivation. Additionally, leaders’ ambitions are more strongly and positively related to the performance pressure and cheating behaviors of employees when subordinates also have high leader identification. The findings of this research suggested that leaders’ positive workplace behavior could also spawn subordinates’ unethical behaviors.Practical implicationsThrough this research, we can help policymakers understand that leaders’ positive desire in general and ambition, in particular, may not be necessarily associated with subordinates’ positive behaviors. Our results revealed that internalized with performance pressure, the leaders’ ambition is associated with subordinates’ cheating behavior. The findings of this research will help policymakers understand what might be promoting unethical behavior of employees. The cheating behavior of employees is not a singular level phenomenon of subordinates, it could also be triggered by contextual factors. Therefore, in developing policies for reducing the chance of cheating at work, the policymakers should also focus on the contextual factors that might be promoting cheating.Originality/valueAmbitious leaders tend to demonstrate high performance, also, performance pressure literature focuses efforts of the employees toward high performance. The dark side of these lines of researches is still underexplored. We shifted the conventional focus of understanding to the positive side of ambition and performance pressure by explaining the potential cost in the form of employees’ enhanced cheating behavior. The interplay between the relationship between leaders’ ambition and subordinates’ perception of leader identification also enhanced our understating about the boundary condition of the relationship between leaders’ ambition, performance pressure, and cheating behavior of subordinates.

show abstract

“…Besides, adoption of BLM decreases leaders’ engagement of ethical leadership and goal-focused leader behavior (Rice and Reed, 2021) and increases leaders’ engagement of abusive supervision (Rice and Day, 2022). Regarding to employee behaviors and performance, supervisor BLM was found to increase work–family conflict (Quade et al , 2021), unethical pro-leader behavior (Mesdaghinia et al , 2019), unethical pro-organizational behavior (Farasat and Azam, 2022; Zhang et al , 2020) and cheating behavior (Farasat et al , 2021), as well as decrease employee innovation (Liu et al , 2022) and employee performance (Quade et al , 2020), team cohesiveness (Riisla et al , 2021) and team performance (Lin et al , 2021). Recent research on BLM has taken a more functional or balanced view of supervisor BLM by investigating both its beneficial and detrimental organizational outcomes, such as increased employee task performance and also lead to unethical pro-organizational behavior (Babalola et al , 2021), increased employee thriving at work and insomnia outside of work (Babalola et al , 2022a, 2022b) and reduced customer incivility, enhanced customer service performance and instigation of customer-directed unethical conduct (Babalola et al , 2020), increased employee work performance and also lead to knowledge hiding toward coworkers (Zhang et al , 2021).…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Sharing or hiding? The influence of supervisor bottom-line mentality on employee knowledge behaviors

Chen

Liu²,

Zhu³

et al. 2022

JKM

View full text Add to dashboard Cite

Purpose Drawing on the dual-strategies theory of social rank and leader distance theory, this paper aims to investigate the influence of supervisor bottom-line mentality (BLM) on employee knowledge-related behaviors by considering the mediating role of perceived leader prestige or dominance and the moderating role of supervisor–subordinate guanxi (SSG). Design/methodology/approach This study collected survey data from 185 research and development employees in East China at three-time points. The authors conducted path analysis and bootstrapping-based analytic approach to test the hypotheses by Mplus7.0. Findings The results showed that supervisor BLM has a negative effect on employee knowledge sharing and a positive effect on knowledge hiding. Besides, perceived leader prestige or dominance mediated the relationship between supervisor BLM and employee knowledge hiding. Furthermore, SSG moderated the relationship between supervisor BLM and perceived leader prestige or dominance, as well as the indirect effects of supervisor BLM on knowledge hiding via perceived leader prestige or dominance. Originality/value There is limited research on investigating the influence of supervisor BLM in the field of knowledge management. The authors carried out this study to provide evidence of how and when supervisor BLM affects employee knowledge sharing and hiding.

show abstract

How leader bottom-line mentality relates to employee innovation: a cross-layer model mediated by psychological contract breach

Cited by 9 publications

References 43 publications

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

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

Leaders’ ambition and followers’ cheating behavior: The role of performance pressure and leader identification

Sharing or hiding? The influence of supervisor bottom-line mentality on employee knowledge behaviors

Contact Info

Product

Resources

About