Does Competitive Action Intensity Influence Team Performance via Leader Bottom-Line Mentality? A Social Information Processing Perspective

• 成果类型: Article
• 署名作者: Ren, Shuang; Mawritz, Mary B.; Greenbaum, Rebecca L.; Babalola, Mayowa T.; Wang, Zhining
• 署名单位: Queens University Belfast; Drexel University; Rutgers University System; Rutgers University New Brunswick; University of Western Australia; China University of Mining & Technology
• 刊物名称: JOURNAL OF APPLIED PSYCHOLOGY
• ISSN/ISSBN: 0021-9010
• DOI: 10.1037/apl0001166
• 发表日期: 2024
• 页码: 811-828
• 关键词: leader bottom-line mentality; competitive action intensity; performance reward expectancy

摘要

Leader bottom-line mentality (LBLM) exists when leaders solely focus on securing bottom-line outcomes to the exclusion of alternative considerations. Our research examines why leaders adopt LBLMs and the implications of this focused leadership strategy on team sales performance and pro-environmental behavior. Utilizing social information processing theory, we examine LBLM as a mediator and contend that competitive action intensity in the work environment provokes LBLM, which then signals to teams the importance of raising sales performance and reducing pro-environmental behavior. We also suggest that leader performance reward expectancy (i.e., perceptions that rewards are directly tied to high performance) serves as a first-stage moderator and team performance reward expectancy serves as a second-stage moderator, with higher (vs. lower) levels of each strengthening the indirect effects of competitive action intensity, through LBLM, onto team sales performance and pro-environmental behavior. Utilizing field data from a large pharmaceutical company (Study 1) as well as an experimental causal chain design (Studies 2a and 2b), we found support for our theoretical model.