The “Bottom-Line” Mentality of Leaders and Subordinates Towards Social Undermining
DOI:
https://doi.org/10.55356/so.v1i4.33Keywords:
Bottom Line Mentality, Social UnderminingAbstract
Securing certain bottom-line results is usually considered beneficial to the profitability of the organization. Organizations have an interest in upholding different goals and values which have different effects on different stakeholders. But adopting a bottom-line mentality encourages simple thinking where employees treat every situation as if only one goal is relevant. In terms of the theoretical model, we use socio-cognitive theory (Bandura, 1977, 1986) to propose that the bottom-line mentality of leaders is positively related to the bottom-line mentality of employees. On the basis of conceptual arguments related to bottom-line mentality (Callahan, 2004; Wolfe, 1988), we hypothesized that leader mentality is positively and significantly related to employee mentality. Likewise with the leader's mentality towards Social Undermining, the two variables are positively related but not significant. On the other hand, subordinate mentality is negatively and insignificantly related to Social Undermining.
References
Bandura, A. (1982). Self efficacy in human agency: American Psychologist Association Inc, Vol 37, No. 2, 122-147, 0003-066X/82/3702-0122300.75.
Bonner J, Greenbaum R and Quade M. (2017). Employee unethical behavior to shame as an indicator of self-image threat and exemplification as a form of self-image protection: The exacerbating role of supervisor bottom-line mentality. Journal of Applied Psychology 102 (8) : 1203–1221.
Dulebohn J, Bommer W, Liden R, Brouer R and Ferris G. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye towards the future. Journal of Management, 38(6): 1715–1759.
Duffy, M. K., Ganster, D. C., & Pagon, M. (2002). Social undermining in the workplace. Academy of Management Journal, 45, 331–351. doi: 10.2307/3069350.
Greenbaum, R. L., Mawritz, M. B., & Eissa, G. (2012). Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness. Journal of Applied Psychology, 97, 343–359.
Hershcovis, M. S., Reich, T. C., Parker, S. K., & Bozeman, J. (2012). The relationship between workplace aggression and target deviant behaviour: The moderating roles of power and task interdependence. Work and Stress, 26, 1–20. doi:10.1080/02678373.2012.660770.
Mawritz M, Greenbaum R, Butts M and Graham K. (2017). I just can’t control myself: A self-regulation perspective on the abuse of deviant employees. Academy of Management Journal, 60 (4) : 1482–1503.
Wolfe, D. M. (1988). Is there integrity in the bottom line: Managing obstacles to executive integrity. In S. Srivastva (Ed.), Executive integrity: The search for high human values in organizational life, (pp. 140–171). San Francisco, CA: Jossey-Bass.
