Does competitive action intensity influence team performance via leader bottom-line mentality? A social information...

Area of Science:

• Organizational Behavior
• Environmental Psychology
• Business Management

Background:

• Leader bottom-line mentality (LBLM) is a leadership approach prioritizing financial outcomes above all else.
• Understanding the drivers and consequences of LBLM is crucial for organizational success and sustainability.
• Existing research has not fully explored the impact of LBLM on both sales performance and pro-environmental behavior.

Purpose of the Study:

• To investigate the factors that provoke LBLM in leaders.
• To examine the effects of LBLM on team sales performance and pro-environmental behavior.
• To explore the moderating roles of leader and team performance reward expectancies.

Main Methods:

• The study employed a multi-method approach, including field data from a pharmaceutical company and experimental designs.
• Social information processing theory was used to frame the relationship between competitive action intensity, LBLM, and team outcomes.
• Statistical analyses were conducted to test the proposed mediation and moderation effects.

Main Results:

• Competitive action intensity was found to provoke LBLM.
• LBLM mediated the relationship between competitive action intensity and both increased sales performance and decreased pro-environmental behavior.
• Leader and team performance reward expectancies strengthened these indirect effects.

Conclusions:

• LBLM significantly influences team performance and environmental considerations.
• Competitive environments can foster LBLM, potentially at the expense of sustainability.
• Reward structures play a critical role in amplifying the effects of LBLM.