How organizational justice impacts supervisor bottom-line mentality? The role of the institutionalization of ethics

Rice, Darryl B.; Luse, William

doi:10.1007/s12144-021-02605-7

Cited by 3 publications

(4 citation statements)

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“…Rice and Day (2022) relied on the transactional model of stress (Lazarus & Folkman, 1984) to find that leaders’ hindrance stress provoked them to take on a BLM, especially when they were high in neuroticism, with their BLM then increasing their abusive supervision and decreasing their ethical leadership. Importantly, Rice and Luse (2022) examined a factor that may reduce the likelihood of leaders taking on a BLM. They found that perceived organization justice (i.e., a belief that the organization is fair in its operations; Ambrose & Schminke, 2009) increased the institutionalization of ethics within the organization, which then reduced the likelihood of leaders taking on a BLM.…”

Section: A Review Of Core Research Findingsmentioning

confidence: 99%

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

Greenbaum

Mawritz

Zaman

2023

Journal of Management

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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.

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Section: A Review Of Core Research Findingsmentioning

confidence: 99%

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

Greenbaum

Mawritz

Zaman

2023

Journal of Management

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“…Although our knowledge regarding the employee-level drawbacks associated with BLM has grown, our knowledge of the leadership drawbacks associated with leader BLM is far more limited (e.g., Greenbaum et al, 2021; Rice & Reed, 2021). Our knowledge regarding the antecedents of BLM is also far more limited (Rice & Luse, 2022). As recently noted by Eissa et al (2019), empirical research examining the antecedents of BLM is scant.…”

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confidence: 99%

“…Similar to prior research (Eissa & Lester, 2017; Wang et al, 2011), we accomplish this by integrating the role of neuroticism. By doing so, we (a) are able to identify and position leader hindrance appraisals as likely antecedents of leader BLM and add to the small number of studies that seek to investigate the antecedents of BLM (e.g., Eissa et al, 2019; Rice & Luse, 2022) and (b) explain why the impact of leader hindrance appraisals on leader BLM is more pronounced for leaders with relatively high levels of neuroticism. Second, our study contributes to BLM research that focuses on identifying leadership drawbacks (e.g., Greenbaum et al, 2021; Rice & Reed, 2021).…”

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confidence: 99%

“…Management scholars have recently shifted their attention to highlight the importance of bottom-line mentality (BLM) in organizational studies (e.g., Babalola et al, 2020Babalola et al, , 2021Babalola et al, , 2022Eissa et al, 2019;Greenbaum et al, 2012Greenbaum et al, , 2020Greenbaum et al, , 2021Mesdaghinia et al, 2019;Quade et al, 2020;Rice & Luse, 2022). Bonner et al (2017) described leader BLM as a leader's "singular focus on pursuing bottom-line outcomes" (p. 1203) and bottom-line outcomes generally mean financial outcomes (i.e., profits vs. losses, Wolfe, 1988).…”

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confidence: 99%

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The impact of hindrance appraisals on leader bottom-line mentality: Implications for leadership drawbacks and the amplification effect of leader neuroticism.

Rice¹,

Day²

2022

International Journal of Stress Management

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The goal of our study is to extend the research on leader bottom-line mentality (BLM). Consistent with extant research, we position BLM as a dysfunctional attitude. Subsequently, we leverage the transactional model of stress theory to explain why leader hindrance appraisals trigger leader BLM. Our rationale is that hindrance appraisals prompt leaders to separate themselves mentally from others, disengage from organizational responsibilities, and focus on themselves. We argue this manifests in the adoption of BLMs. We further extend our model via BLM theorizing and explain the relationship between leader BLM and leadership drawbacks. Explicitly, we propose the adoption of BLM decreases leaders’ engagement of ethical leadership and increases leaders’ engagement of abusive supervision. We also argue that leaders relatively high in neuroticism react more negatively to hindrance appraisals with a heightened adoption of BLM. In summary, the findings from a multisource field study support our first-stage moderated–mediation conceptual model. We conclude by discussing implications, limitations, and future research.

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How and when supervisors’ challenge appraisals impact employee bottom-line mentality? The roles of supervisor duty orientation and employee positive affectivity

Rice

Busby

2022

Curr Psychol

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How organizational justice impacts supervisor bottom-line mentality? The role of the institutionalization of ethics

Cited by 3 publications

References 91 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

The impact of hindrance appraisals on leader bottom-line mentality: Implications for leadership drawbacks and the amplification effect of leader neuroticism.

How and when supervisors’ challenge appraisals impact employee bottom-line mentality? The roles of supervisor duty orientation and employee positive affectivity

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