Abstract：
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. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
摘要：
领导者底线心态（LBLM）存在于领导者只专注于确保底线结果，而不考虑其他因素。我们的研究探讨了领导者为何采用LBLM，以及这种专注的领导策略对团队销售绩效和环保行为的影响。利用社会信息处理理论，我们将LBLM作为调解人进行研究，并认为工作环境中的竞争行为强度会引发LBLM，然后向团队发出提高销售绩效和减少环保行为的重要性。我们还建议领导者绩效奖励预期(即，认为奖励与高绩效直接相关的看法)作为第一阶段的主持人，团队绩效奖励预期作为第二阶段的主持人，更高的(vs.较低)每个水平加强竞争行动强度的间接影响，通过LBLM,团队销售业绩和环保行为。利用大型制药公司的现场数据（研究1）以及实验性因果链设计（研究2a和2b），我们找到了理论模型的支持。（PsycInfo数据库记录（c）2024APA，保留所有权利)。
