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Article
Publication date: 28 June 2022

Silu Chen, Yanghao Zhu, Wenxing Liu, Jianghua Mao and Kai Gao

This study aims to advance the bottom-line mentality (BLM) literature by drawing on goal-setting theory to examine the positive effects of supervisor BLM on employees' behavior.

Abstract

Purpose

This study aims to advance the bottom-line mentality (BLM) literature by drawing on goal-setting theory to examine the positive effects of supervisor BLM on employees' behavior.

Design/methodology/approach

The authors collected survey data from 291 full-time employees from various Chinese organizations at three different points in time.

Findings

The authors found that supervisor BLM and employees' collectivism orientation interacted to influence employees' bottom-line goal commitment such that the positive relationship between supervisor BLM and employees' bottom-line goal commitment was stronger when employees' collectivism orientation was high rather than low. Furthermore, they found that employees' collectivism orientation moderated the positive indirect effects of supervisor BLM on employees' work effort and helping behavior via bottom-line goal commitment such that the indirect effects were stronger when employees had a high rather than a low collectivism orientation.

Originality/value

The authors explored the “bridge side” of supervisor BLM on employees' behavior, especially after being moderated by collectivism orientation. Our results can help managers develop a comprehensive understanding of BLM.

Details

Leadership & Organization Development Journal, vol. 43 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 6 August 2021

Yun Zhang, Qihai Huang, Hanjing Chen and Jun Xie

The purpose of this paper is to investigate the double-edged effects of supervisor bottom-line mentality (BLM) on subordinates' work-related behaviors (work performance and…

Abstract

Purpose

The purpose of this paper is to investigate the double-edged effects of supervisor bottom-line mentality (BLM) on subordinates' work-related behaviors (work performance and knowledge hiding) and the moderating role of subordinate gender.

Design/methodology/approach

The theoretical model was tested using a sample of 218 three-wave multi-source data collected from employees of five firms in southern China.

Findings

The results revealed that supervisor BLM is positively associated with subordinate BLM. Although subordinate BLM can enhance their work performance, it can also lead to knowledge hiding toward coworkers. Furthermore, these indirect effects are moderated by subordinate gender.

Practical implications

Managers should pay more attention to the potential positive and negative consequences of supervisor BLM and intervene to mitigate the negative impact of BLM.

Originality/value

This study is among the first to examine how supervisor BLM can be a mixed blessing and elicit both positive and negative behaviors from their subordinates. Moreover, by illuminating how subordinate gender moderates the relationship between supervisor BLM and subordinates' work-related behaviors, we enrich and extend the BLM literature.

Details

Leadership & Organization Development Journal, vol. 42 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 5 November 2020

Mobina Farasat and Akbar Azam

The multitude of high-profile corporate scandals has prompted the need for more nuanced understanding of factors within organizations that may influence unethical…

1311

Abstract

Purpose

The multitude of high-profile corporate scandals has prompted the need for more nuanced understanding of factors within organizations that may influence unethical pro-organizational behavior (UPB). Based on the social cognitive theory, this study aims to examine the impact of supervisor bottom-line mentality (BLM) on unethical, but pro-organizational conduct by employees through moral disengagement. Additionally, this study examines the moderating role of employee mindfulness in relation of supervisor BLM and moral disengagement.

Design/methodology/approach

To test the study model, the authors collected data from 198 employees working in various Pakistani firms. This study uses PROCESS procedures for the analysis.

Findings

Analyses of time-lagged data showed that (1) supervisor BLM can lead to employee UPB through employee moral disengagement and (2) mindfulness moderated this relationship, such that high (versus low) mindfulness attenuates the link between supervisor BLM and moral disengagement.

Originality/value

This study adds to the extant research by examining how and when supervisor BLM leads to employee UPB. This is the first attempt to examine how supervisor BLM and trait mindfulness jointly determine moral disengagement, which drives UPB.

Article
Publication date: 15 June 2022

Komal Kamran, Mobina Farasat, Akbar Azam and Mian Muhammad Atif

Unethical pro-organizational behavior (UPB) is one of the major reasons behind high-profile financial frauds in the recent past. This study aims to explore how an exclusive focus…

Abstract

Purpose

Unethical pro-organizational behavior (UPB) is one of the major reasons behind high-profile financial frauds in the recent past. This study aims to explore how an exclusive focus on financial outcomes, i.e. supervisor bottom-line mentality (BLM) leads to UPB among employees and highlights the critical role of self-regulation impairment and perceived employability in the process. Drawing on self-regulation theory, this study examines how BLM and perceived employability interactively impact self-regulatory strength, which ultimately influences UPB.

Design/methodology/approach

The theoretical model is tested through a time-lagged field study of 171 employees and hypothesis testing in SPSS PROCESS Macros.

Findings

Results suggest that self-regulation impairment mediates a positive relationship between supervisor BLM and employee UPB and perceived employability moderates this indirect association between BLM and UPB, wherein the indirect positive relationship is stronger when perceived employability is low (than high).

Originality/value

This study contributes to the BLM and UPB literature by identifying the critical role of perceived employability and suggesting that UPB is an impulsive action rather than an intentional move.

Article
Publication date: 9 November 2022

Silu Chen, Wenxing Liu, Yanghao Zhu and Peipei Shu

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…

Abstract

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.

Details

Journal of Knowledge Management, vol. 27 no. 7
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 29 June 2020

Yun Zhang, Bin He, Qihai Huang and Jun Xie

This study aims to examine how supervisor bottom-line mentality (BLM) influences subordinate unethical pro-organizational behavior (UPB), considering the mediating role of…

1625

Abstract

Purpose

This study aims to examine how supervisor bottom-line mentality (BLM) influences subordinate unethical pro-organizational behavior (UPB), considering the mediating role of subordinate moral disengagement and the moderating role of their power-distance orientation.

Design/methodology/approach

The theoretical model was tested using two-wave data collected from employees of five firms in southern China.

Findings

Subordinate moral disengagement was found to mediate the positive relationship between supervisor BLM and subordinate UPB. Furthermore, for subordinates with high power-distance orientation, the positive relationship between supervisor BLM and subordinate moral disengagement and the indirect positive relationship between supervisor BLM and subordinate UPB were both strengthened.

Practical implications

First, organizations should train their employees to pursue goals ethically based on established standards and policies for acceptable behavior and to punish UPB. Second, organizations should strengthen employees' ethics and reduce their likelihood of moral disengagement. Finally, organizations should create an environment that allows subordinates to question their supervisors’ BLM.

Originality/value

First, the results demonstrate that supervisor BLM is an antecedent of subordinate UPB. Second, the study sheds important new light on how employees respond to supervisor BLM through cognitive processes. Third, it examines the moderating role of subordinate power-distance orientation between supervisor BLM, moral disengagement and UPB.

Article
Publication date: 18 May 2023

Charles Hanu, Albert T. Agbenyegah, Gifty Kumadey, Robert Amankwaa and Samuel Ofosu-Appiah

Grounded on trait activation and social learning theories, this study aims to examine the effects of bottom-line mentality (BLM) and perceived abusive supervisory behaviour on…

Abstract

Purpose

Grounded on trait activation and social learning theories, this study aims to examine the effects of bottom-line mentality (BLM) and perceived abusive supervisory behaviour on proactive employee work behaviour and employee bottom-line mentality (EBLM) in micro-, small- and medium-sized enterprises (MSMEs) in Ghana. The moderating effects of relational attachment on how abusive supervisory behaviour relates to employee proactive work behaviour (PWB) and BLM were examined.

Design/methodology/approach

The study was based on a quantitative approach. An online questionnaire was used in a cross-sectional survey to elicit data from 643 conveniently sampled employees. Structural equation modelling was used to analyse the data.

Findings

The results support the proposition that owner-manager bottom-line mentality (OMBLM) positively and significantly predicts abusive supervision. The findings also revealed that owner-manager abusive supervisory behaviour significantly predicts employee PWB and EBLM. While the moderating effect of relational attachment on the relationship between perceived owner-manager abusive supervisory behaviour and EBLM is positive and significant, its effect on perceived owner-manager abusive supervisory and proactive employee work behaviour relationship was positive but insignificant.

Originality/value

The authors studied owner-manager abusive supervisory behaviour to understand how OMBLM relates to proactive employee work behaviour and EBLM among MSMEs in Ghana. The study sets the tone to investigate further the impact of OMBLM and the functional effect of owner-manager abusive supervisory behaviour on manager–employee relationships and outcomes among MSMEs in emerging economies.

Details

Journal of Entrepreneurship in Emerging Economies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2053-4604

Keywords

Article
Publication date: 15 January 2024

Komal Kamran, Akbar Azam and Mian Muhammad Atif

This study aims to investigate the situational factors that intensify the impact of leader bottom-line mentality (BLM) on employee pro-self-unethical behavior. In particular, the…

Abstract

Purpose

This study aims to investigate the situational factors that intensify the impact of leader bottom-line mentality (BLM) on employee pro-self-unethical behavior. In particular, the moderating role of contingent rewards and punishments is evaluated under the lens of situational strength theory.

Design/methodology/approach

Data were collected from 218 full-time employees working in the USA in a time-lagged study and analyzed using SPSS Process Macro.

Findings

Statistical analysis reveal contingent rewards and punishments significantly moderate the positive relationship between BLM and pro-self-unethical behavior.

Practical implications

This paper highlights the need for more balanced reward systems that incorporate moral conduct into work performance. It also emphasizes the role of robust accountability and monitoring systems in minimizing employees’ unethical behavior.

Originality/value

To the best of the authors’ knowledge, this is the first study to investigate the moderating role of contingent rewards and punishments on the relationship between leader BLM and subordinate pro-self-unethical behavior. Moreover, it provides significant empirical support to situational strength theory.

Details

International Journal of Ethics and Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 15 September 2021

Alex J. Scrimpshire, Marcia L. Lensges, Brian D. Webster and Durand H. Crosby

The purpose of this research is to understand why and under what conditions employees are likely to partake in a particular type of silence, known as the Hierarchical MUM Effect…

Abstract

Purpose

The purpose of this research is to understand why and under what conditions employees are likely to partake in a particular type of silence, known as the Hierarchical MUM Effect (HME). This phenomenon occurs when subordinates are reluctant to share bad news with their supervisors, which can lead to deleterious outcomes in organizations due to a lack of communication. The authors also seek to find which conditions minimize HME.

Design/methodology/approach

The authors surveyed employees in a large healthcare organization across three weeks. The authors analyzed their results using the SPSS PROCESS macro.

Findings

The authors’ findings suggest one way to minimize a lack of upward communication is to empower employees, via a high-quality LMX relationship, and move away from a bottom-line mentality focus. Employees who are empowered show lower instances of withholding information via HME. A low bottom-line mentality enhanced this relationship.

Originality/value

The authors expand understanding of antecedents to a particular type of silence, the HME, defined as purposefully withholding information from a supervisor or sharing information in a way that silences the dirty details of a situation (i.e. equivocating). Although a wealth of research examines the deleterious consequences of a high BLM, the authors highlight the positive work outcomes associated with a low BLM.

Details

Career Development International, vol. 26 no. 6
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 15 July 2022

Jun Xie, Qihai Huang, Zhang Huiying, Yun Zhang and Kangyu Chen

The purpose of this study is to investigate the relationship between supervisor bottom-line mentality (BLM) and employee work-to-family conflict (WFC) through employee…

Abstract

Purpose

The purpose of this study is to investigate the relationship between supervisor bottom-line mentality (BLM) and employee work-to-family conflict (WFC) through employee psychological detachment, and the moderating role of employee trait optimism.

Design/methodology/approach

The research model was empirically tested using a sample of 225 two-wave data gathered from five Chinese companies.

Findings

The results revealed that employee psychological detachment mediated the impact of supervisor BLM on employee WFC. Moreover, employee trait optimism buffered the negative relationship between supervisor BLM and employee psychological detachment and the indirect effect of supervisor BLM on employee WFC through employee psychological detachment.

Practical implications

Supervisors should pay more attention to the spillover effect of supervisor BLM on employees’ family life and take some training measures to help employees effectively psychological detach from supervisor BLM.

Originality/value

The findings, therefore, provide a more comprehensive understanding of the adverse effects of supervisor BLM beyond the work domain and the buffering role of employee trait optimism on work–family intervention.

Details

International Journal of Conflict Management, vol. 33 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

1 – 10 of 20