The mixed blessing of supervisor bottom-line mentality: examining the moderating role of gender

Zhang, Yun; Huang, Qihai; Chen, Hanjing; Xie, Jun

doi:10.1108/lodj-11-2020-0491

Cited by 20 publications

(62 citation statements)

References 47 publications

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“…Although the percentage of variance explained by the quadratic term is very small, it is consistent with previous organizational studies investigating non-linear effects. 44 Figure 1 represents the inverted U-shaped relationship between supervisor BLM and subordinate work performance. As can be seen in Figure 1 , as the level of supervisor BLM increases from low to moderate, subordinate work performance increases and as the level of supervisor BLM increases from moderate to high, subordinate work performance decreases.…”

Section: Resultsmentioning

confidence: 99%

The Relationship Between Supervisor Bottom-Line Mentality and Subordinate Work Performance: Linear or Curvilinear Effects?

Zhang¹,

Zhao²,

Chen³

2022

PRBM

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Purpose Combine the transactional model of stress and coping with the challenge and hindrance stressor framework. This study examined whether there is a linear or curvilinear relationship between supervisor bottom-line mentality (BLM), which emphasizes the pursuit of bottom-line results above all else, and the work performance of subordinates. Materials and Methods A total of 284 two-wave dual-source survey data have been collected from an insurance company in China. Analysis was conducted in two steps. First, confirmatory factor analysis (CFA) was used to test the validity of scales. Second, hierarchical regression analysis was conducted to examine the hypotheses. Results Results show that there has an inverted U-shaped (curvilinear) relationship between supervisor BLM and subordinate work performance. As the level of supervisor BLM increases from low to moderate, subordinate work performance increases; as the level of supervisor BLM increases from moderate to high, subordinate work performance decreases. Moreover, this study finds that the inverted U-shaped relationship between supervisor BLM and subordinates’ work performance was stronger when subordinates have higher power distance orientation. Conclusion Unlike previous studies which found a linear relationship between supervisor BLM and subordinate work performance, this study provided the first empirical examination of our hypothetical inverted U-shaped relationship of supervisor BLM impact on subordinate work performance. In addition, this study found that the relationship was stronger when subordinates had a higher power distance orientation.

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Section: Resultsmentioning

confidence: 99%

The Relationship Between Supervisor Bottom-Line Mentality and Subordinate Work Performance: Linear or Curvilinear Effects?

Zhang¹,

Zhao²,

Chen³

2022

PRBM

Self Cite

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“…However, extant studies largely look at the impact of supervisor bottom-line mentality while neglecting the effects of employee bottom-line mentality. Since employee can develop the bottom-line mentality themselves ( Eissa et al, 2019 ) and employee bottom-line mentality exerts the same or even more direct influences on employees’ attitudes and behavior than supervisor bottom-line mentality (e.g., Greenbaum et al, 2012 ; Zhang Y. et al, 2021 ), research calls for more attention on employee bottom-line mentality. In response to the call, this study finds that employee bottom-line mentality affects the sensitivity of employees toward CSR and the extent to which they rely on the degree of CSR to perceive supervisor moral decoupling and determine cheating, contributing to a better understanding of the influence of employee bottom-line mentality.…”

Section: Discussionmentioning

confidence: 99%

“…Although the influence of supervisor bottom-line mentality has drawn most attention, the research on employee bottom-line mentality, while in its emerging, shows that employee bottom-line mentality equally impacts employee attitudes and behavior ( Eissa et al, 2019 ; Scrimpshire et al, 2021 ). Because employee bottom-line mentality entails employees with a tunnel vision, who focus exclusively on bottom line, and instigates a win-lose mindset in their minds, employee bottom-line mentality fuels knowledge hiding and social undermining ( Greenbaum et al, 2012 ; Zhang Y. et al, 2021 ), and reduces organizational citizenship behavior toward coworkers ( Eissa et al, 2019 ). In addition to its direct influence, employee bottom-line mentality makes employees willing to undermine colleagues when they watch their supervisor undermines others ( Eissa et al, 2020 ).…”

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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“…, 2020; Quade et al. , 2020; Zhang et al. , 2021) but failed to explain the types of behaviours that leader BLM may induce before such a result.…”

Section: Introductionmentioning

confidence: 98%

“…, 2012). The literature found that leader BLM generates considerable benefits to firms (Zhang et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

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

Liu

Fan

Liu

et al. 2022

LODJ

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PurposeThis study aims to examine how and when leader bottom-line mentality (BLM) affects employee innovation (EI) in the context of Chinese organisations in which psychological contract breach (PCB) is a mediator and moral identity (MI) is a moderator.Design/methodology/approachThe authors distributed the questionnaires to technology and culture firms in 2 waves and obtained a sample of 308 employees in 56 teams. The authors used the hierarchical linear model (HLM) and bootstrap method for the hypothesis testing.FindingsThe authors conclude that leader BLM negatively influences EI. Specifically, leader BLM leads mainly to low EI by increasing PCB amongst employees. Moreover, MI plays a moderating role in the above mechanism, i.e. the higher the MI degree of employees, the stronger the mediating role of PCB and the stronger the negative impact of leader BLM.Practical implicationsThis study argues that BLM is necessary for firm development, but paying too much attention to BLM may achieve the opposite effect. Reducing BLM or buffering the negative impact of BLM through various measures (e.g. human resource management) is appropriate for managers.Originality/valueThe authors discover a new mechanism and boundary condition, i.e. leader BLM has a negative impact on EI through PCB and MI strengthens the effect of leader BLM.

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The mixed blessing of supervisor bottom-line mentality: examining the moderating role of gender

Cited by 20 publications

References 47 publications

The Relationship Between Supervisor Bottom-Line Mentality and Subordinate Work Performance: Linear or Curvilinear Effects?

The Relationship Between Supervisor Bottom-Line Mentality and Subordinate Work Performance: Linear or Curvilinear Effects?

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

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

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