Bottom-line pursuits invade your family: the spillover effect of supervisor bottom-line mentality on employee work-to-family conflict

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

doi:10.1108/ijcma-01-2022-0003

Cited by 8 publications

(14 citation statements)

References 53 publications

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“…In a related vein, recent research also utilized stress theorizing to demonstrate that leader BLM results in WFC because employees find it difficult to psychologically detach from their work. The negative relationship between leader BLM and psychological detachment was weaker when employee trait optimism was higher, such that the indirect relationship on WFC was also weaker (Xie, Huang, Huiying, Zhang, & Chen, 2022).…”

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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“…In addition, we expand the supervisor BLM literature by verifying the detrimental outcomes of supervisor BLM (Quade et al. , 2022; Xie et al. , 2022; Zhao et al.…”

Section: Discussionmentioning

confidence: 99%

“…This data collection method allowed for a diverse sample and has been used in previous studies (Bonner et al. , 2017; Xie et al. , 2022).…”

Section: Methodsmentioning

confidence: 99%

“…Thus, we speculate that supervisor BLM as a negative situation will negatively affect employee workplace well-being. On the one hand, supervisors who are high in BLM emphasize the absolute importance of bottom-line outcomes and place high job demands on their employees (Xie et al, 2022). These increased job demands consume a significant amount of employees' time and energy, leading to reduced workplace well-being among them (Radic et al, 2020).…”

Section: Theory Overviewmentioning

confidence: 99%

“…real estate, commercial banking and manufacturing) in southern China. This data collection method allowed for a diverse sample and has been used in previous studies (Bonner et al, 2017;Xie et al, 2022). Before data collection, we informed the participants of the research purposes and assured them that the survey was anonymous and only for academic research purposes.…”

Section: Participants and Proceduresmentioning

confidence: 99%

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Supervisor bottom-line mentality and employee workplace well-being: a multiple mediation model

Guo,

Du,

Zhang

2024

BJM

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PurposeThis study is intended to investigate the relationship between supervisor bottom-line mentality (BLM) and employee workplace well-being. In addition, this study discusses the mediating roles of perception of organizational politics and job anxiety in this relationship.Design/methodology/approachData were gathered from a two-wave survey of 301 full-time employees in southern China. The PROCESS macro in SPSS was applied to test the hypotheses.FindingsResults showed that supervisor BLM was negatively related to employee workplace well-being. Moreover, perceptions of organizational politics and job anxiety played multiple mediating roles in the relationship between supervisor BLM and employee workplace well-being.Originality/valueDrawing on the conservation of resource (COR) theory and cognitive-affective personality system (CAPS) theory, this study proposes a multiple mediation model to advance our understanding of how supervisor BLM affects employee workplace well-being.

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