How Bottom-Line Mentality Leads to Abusive Supervision? Investigating the Mediating Effects of Anxiety

References

• Greenbaum RL, Mawritz MB, Eissa G. Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness. J Appl Psychol. 2012;97(2):343. doi:10.1037/a0025217
   PubMed Web of Science ®Google Scholar
• Wolfe DM. Is there integrity in the bottom line: managing obstacles to executive integrity. 1988.
   Google Scholar
• Sims RR. The challenge of ethical behavior in organizations. J Business Ethics. 1992;11(7):505–513. doi:10.1007/BF00881442
   Web of Science ®Google Scholar
• Eissa G, Wyland R, Lester SW, Gupta R. Winning at all costs: an exploration of bottom‐line mentality, Machiavellianism, and organisational citizenship behaviour. Human Resource Manage J. 2019;29(3):469–489. doi:10.1111/1748-8583.12241
   Web of Science ®Google Scholar
• Li Z, Cheng Y. Supervisor bottom-line mentality and knowledge hiding: a moderated mediation model. Sustainability. 2022;14(2):586. doi:10.3390/su14020586
   Web of Science ®Google Scholar
• Quade MJ, McLarty BD, Bonner JM. The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance. Human Relations. 2020;73(8):1157–1181. doi:10.1177/0018726719858394
   Web of Science ®Google Scholar
• Mesdaghinia S, Rawat A, Nadavulakere S. Why moral followers quit: examining the role of leader bottom-line mentality and unethical pro-leader behavior. J Business Ethics. 2019;159(2):491–505. doi:10.1007/s10551-018-3812-7
   Web of Science ®Google Scholar
• Farasat M, Azam A. Supervisor bottom-line mentality and subordinates’ unethical pro-organizational behavior. Personnel Rev. 2022;51(1):353–376. doi:10.1108/PR-03-2020-0129
   Web of Science ®Google Scholar
• Zhang Y, He B, Huang Q, Xie J. Effects of supervisor bottom-line mentality on subordinate unethical pro-organizational behavior. J Managerial Psychol. 2020;35(5):419–434. doi:10.1108/JMP-11-2018-0492
   Web of Science ®Google Scholar
• Greenbaum RL, Mawritz MB, Zaman NN. The Construct of Bottom-Line Mentality: where We’ve Been and Where We’re Going. J Manage. 2023;49(6):2109–2147. doi:10.1177/01492063231153135
   Web of Science ®Google Scholar
• Babalola MT, Mawritz MB, Greenbaum RL, Ren S, Garba OA. Whatever it takes: how and when supervisor bottom-line mentality motivates employee contributions in the workplace. J Manage. 2021;47(5):1134–1154. doi:10.1177/0149206320902521
   Web of Science ®Google Scholar
• Babalola MT, Greenbaum RL, Amarnani RK, et al. A business frame perspective on why perceptions of top management’s bottom‐line mentality result in employees’ good and bad behaviors. Pers Psychol. 2020;73(1):19–41. doi:10.1111/peps.12355
   Web of Science ®Google Scholar
• Mawritz MB, Greenbaum RL, Butts MM, Graham KA. I just can’t control myself: a self-regulation perspective on the abuse of deviant employees. Acad Manage J. 2017;60(4):1482–1503. doi:10.5465/amj.2014.0409
   Web of Science ®Google Scholar
• Oreg S, Berson Y. Leadership and employees’ reactions to change: the role of leaders’ personal attributes and transformational leadership style. Pers Psychol. 2011;64(3):627–659. doi:10.1111/j.1744-6570.2011.01221.x
   Web of Science ®Google Scholar
• Delarue A, Van Hootegem G, Procter S, Burridge M. Teamworking and organizational performance: a review of survey‐based research. Int J Manage Rev. 2008;10(2):127–148. doi:10.1111/j.1468-2370.2007.00227.x
   Web of Science ®Google Scholar
• Cheng BH, McCarthy JM. Understanding the dark and bright sides of anxiety: a theory of workplace anxiety. J Appl Psychol. 2018;103(5):537. doi:10.1037/apl0000266
   PubMed Web of Science ®Google Scholar
• Tepper BJ. Consequences of abusive supervision. Acad Manage j. 2000;43(2):178–190. doi:10.2307/1556375
   Web of Science ®Google Scholar
• Babalola MT, Ren S, Ogbonnaya C, Riisla K, Soetan GT, Gok K. Thriving at work but insomniac at home: understanding the relationship between supervisor bottom-line mentality and employee functioning. Human Relations. 2022;75(1):33–57. doi:10.1177/0018726720978687
   Web of Science ®Google Scholar
• Bonner JM, Greenbaum RL, Quade MJ. 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. J Appl Psychol. 2017;102(8):1203. doi:10.1037/apl0000222
   PubMed Web of Science ®Google Scholar
• Elliot AJ, McGregor HA. Test anxiety and the hierarchical model of approach and avoidance achievement motivation. J Pers Soc Psychol. 1999;76(4):628. doi:10.1037/0022-3514.76.4.628
   PubMed Web of Science ®Google Scholar
• Eysenck MW, Derakshan N. New perspectives in attentional control theory. Pers Individ Dif. 2011;50(7):955–960. doi:10.1016/j.paid.2010.08.019
   Web of Science ®Google Scholar
• Sonnentag S, Binnewies C, Mojza EJ. Staying well and engaged when demands are high: the role of psychological detachment. J Appl Psychol. 2010;95(5):965. doi:10.1037/a0020032
   PubMed Web of Science ®Google Scholar
• Baumeister RF. Yielding to temptation: self-control failure, impulsive purchasing, and consumer behavior. J Consumer Res. 2002;28(4):670–676. doi:10.1086/338209
   Web of Science ®Google Scholar
• Victor B, Cullen JB. The organizational bases of ethical work climates. Adm Sci Q. 1988;33(1):101–125. doi:10.2307/2392857
   Web of Science ®Google Scholar
• Brenner SN, Molander EA. Is ethics of business changing. Harv Bus Rev. 1977;55(1):57–71.
   Web of Science ®Google Scholar
• Treviño LK, Brown M, Hartman LP. A qualitative investigation of perceived executive ethical leadership: perceptions from inside and outside the executive suite. Human Relations. 2003;56(1):5–37. doi:10.1177/0018726703056001448
   Web of Science ®Google Scholar
• Crotts JC, Dickson DR, Ford RC. Aligning organizational processes with mission: the case of service excellence. Acad Management Perspectives. 2005;19(3):54–68. doi:10.5465/ame.2005.18733215
   Google Scholar
• Drucker PF. Managing for business effectiveness. Harv Bus Rev. 1963:567.
   Web of Science ®Google Scholar
• Latham GP, Locke EA. New developments in and directions for goal-setting research. Eur Psychol. 2007;12(4):290. doi:10.1027/1016-9040.12.4.290
   Web of Science ®Google Scholar
• Pringle CD, Longenecker JG. The ethics of MBO. Acad Manage Rev. 1982;7(2):305–312. doi:10.2307/257311
   Google Scholar
• Greenbaum RL, Babalola M, Quade MJ, Guo L, Kim YC. Moral burden of bottom-line pursuits: how and when perceptions of top management bottom-line mentality inhibit supervisors’ ethical leadership practices. J Business Ethics. 2021;174(1):109–123. doi:10.1007/s10551-020-04546-w
   Web of Science ®Google Scholar
• Greenbaum RL, Mawritz MB, Eissa G. Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness. J Appl Psychol. 2012;97(2):343–359. doi:10.1037/a0025217
   PubMed Web of Science ®Google Scholar
• Kakkar H, Sivanathan N. The impact of leader dominance on employees’ zero-sum mindset and helping behavior. J Appl Psychol. 2022;107(10):1706. doi:10.1037/apl0000980
   PubMed Web of Science ®Google Scholar
• Spielberger CD, Díaz-Guerrero R, Strelau J. Cross-Cultural Anxiety. Vol. 4. Taylor & Francis; 1976.
   Google Scholar
• Martens R, Vealey RS, Burton D. Competitive anxiety in sport. Eur Perspectives Exe Sport Psychol. 1990:128.
   Google Scholar
• Demerouti E, Bakker AB, Nachreiner F, Schaufeli WB. The job demands-resources model of burnout. J Appl Psychol. 2001;86(3):499. doi:10.1037/0021-9010.86.3.499
   PubMed Web of Science ®Google Scholar
• Rodell JB, Judge TA. Can “good” stressors spark “bad” behaviors? The mediating role of emotions in links of challenge and hindrance stressors with citizenship and counterproductive behaviors. J Appl Psychol. 2009;94(6):1438. doi:10.1037/a0016752
   PubMed Web of Science ®Google Scholar
• Farasat M, Azam A, Hassan H. Supervisor bottom-line mentality, workaholism, and workplace cheating behavior: the moderating effect of employee entitlement. Ethics Behav. 2021;31(8):589–603. doi:10.1080/10508422.2020.1835483
   Web of Science ®Google Scholar
• Godard J. High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work. ILR Rev. 2001;54(4):776–805. doi:10.1177/001979390105400402
   Google Scholar
• Astrachan JH. Organizational departures: the impact of separation anxiety as studied in a mergers and acquisitions simulation. J Appl Behav Sci. 2004;40(1):91–110. doi:10.1177/0021886304263850
   Google Scholar
• Baumeister RF. Choking under pressure: self-consciousness and paradoxical effects of incentives on skillful performance. J Pers Soc Psychol. 1984;46(3):610. doi:10.1037/0022-3514.46.3.610
   PubMed Web of Science ®Google Scholar
• Barsky A. Understanding the ethical cost of organizational goal-setting: a review and theory development. J Business Ethics. 2008;81(1):63–81. doi:10.1007/s10551-007-9481-6
   Web of Science ®Google Scholar
• Kerr S. On the folly of rewarding A, while hoping for B. Acad Manage j. 1975;18(4):769–783. doi:10.2307/255378
   PubMed Web of Science ®Google Scholar
• Shah JY, Friedman R, Kruglanski AW. Forgetting all else: on the antecedents and consequences of goal shielding. J Pers Soc Psychol. 2002;83(6):1261. doi:10.1037/0022-3514.83.6.1261
   PubMed Web of Science ®Google Scholar
• Shah JY, Kruglanski AW. Priming against your will: how accessible alternatives affect goal pursuit. J Exp Soc Psychol. 2002;38(4):368–383. doi:10.1016/S0022-1031(02)00005-7
   Web of Science ®Google Scholar
• Sims RR, Brinkman J. Leaders as moral role models: the case of John Gutfreund at Salomon Brothers. J Business Ethics. 2002;35(4):327–339. doi:10.1023/A:1013826126058
   Web of Science ®Google Scholar
• Halevy N, Chou EY, Cohen TR, Livingston RW. Status conferral in intergroup social dilemmas: behavioral antecedents and consequences of prestige and dominance. J Pers Soc Psychol. 2012;102(2):351. doi:10.1037/a0025515
   PubMed Web of Science ®Google Scholar
• Creed F, Barsky A. A systematic review of the epidemiology of somatisation disorder and hypochondriasis. J Psychosom Res. 2004;56(4):391–408. doi:10.1016/S0022-3999(03)00622-6
   PubMed Web of Science ®Google Scholar
• Gross JJ. Antecedent-and response-focused emotion regulation: divergent consequences for experience, expression, and physiology. J Pers Soc Psychol. 1998;74(1):224. doi:10.1037/0022-3514.74.1.224
   PubMed Web of Science ®Google Scholar
• Lazarus RS, Folkman S. Stress, Appraisal, and Coping. Springer publishing company; 1984.
   Google Scholar
• Lazarus RS. Progress on a cognitive-motivational-relational theory of emotion. Am Psychol. 1991;46(8):819. doi:10.1037/0003-066X.46.8.819
   PubMed Web of Science ®Google Scholar
• De Jonge J, Bosma H, Peter R, Siegrist J. Job strain, effort-reward imbalance and employee well-being: a large-scale cross-sectional study. Soc Sci Med. 2000;50(9):1317–1327. doi:10.1016/S0277-9536(99)00388-3
   PubMed Web of Science ®Google Scholar
• Baumeister RF, Heatherton TF. Self-regulation failure: an overview. Psychol Inq. 1996;7(1):1–15. doi:10.1207/s15327965pli0701_1
   Web of Science ®Google Scholar
• Carver CS, Scheier MF. The self-attention-induced feedback loop and social facilitation. J Exp Soc Psychol. 1981;17(6):545–568. doi:10.1016/0022-1031(81)90039-1
   Web of Science ®Google Scholar
• Vohs KD, Baumeister RF. Understanding self-regulation. Handbook Self Regulation. 2004;19:658.
   Google Scholar
• Pearson M, Anderson R. Reliability and durability from large heat recovery steam generators. Proce Institution Mech Eng. 1999;213(3):151–168.
   Google Scholar
• Burton K. A study of motivation: how to get your employees moving. Management. 2012;3(2):232–234.
   Google Scholar
• Yam KC, Fehr R, Keng-Highberger FT, Klotz AC, Reynolds SJ. Out of control: a self-control perspective on the link between surface acting and abusive supervision. J Appl Psychol. 2016;101(2):292. doi:10.1037/apl0000043
   PubMed Web of Science ®Google Scholar
• Baumeister RF, Schmeichel BJ, Vohs KD. Self-regulation and the executive function: the self as controlling agent. Social Psychol. 2007;2:516–539.
   Google Scholar
• Gino F, Pierce L. The abundance effect: unethical behavior in the presence of wealth. Organ Behav Hum Decis Process. 2009;109(2):142–155. doi:10.1016/j.obhdp.2009.03.003
   Web of Science ®Google Scholar
• Kouchaki M, Smith-Crowe K, Brief AP, Sousa C. Seeing green: mere exposure to money triggers a business decision frame and unethical outcomes. Organ Behav Hum Decis Process. 2013;121(1):53–61. doi:10.1016/j.obhdp.2012.12.002
   Web of Science ®Google Scholar
• Kouchaki M, Desai SD. Anxious, threatened, and also unethical: how anxiety makes individuals feel threatened and commit unethical acts. J Appl Psychol. 2015;100(2):360. doi:10.1037/a0037796
   PubMed Web of Science ®Google Scholar
• Mathews A, Macleod C. Selective processing of threat cues in anxiety states. Behav Res Ther. 1985;23(5):563–569. doi:10.1016/0005-7967(85)90104-4
   PubMed Web of Science ®Google Scholar
• Hoobler JM, Hu J. A model of injustice, abusive supervision, and negative affect. Leadersh Q. 2013;24(1):256–269. doi:10.1016/j.leaqua.2012.11.005
   Web of Science ®Google Scholar
• Mawritz MB, Folger R, Latham GP. Supervisors’ exceedingly difficult goals and abusive supervision: the mediating effects of hindrance stress, anger, and anxiety. J Organ Behav. 2014;35(3):358–372. doi:10.1002/job.1879
   Web of Science ®Google Scholar
• Xi M, He W, Fehr R, Zhao S. Feeling anxious and abusing low performers: a multilevel model of high performance work systems and abusive supervision. J Organ Behav. 2022;43(1):91–111. doi:10.1002/job.2558
   Web of Science ®Google Scholar
• Baumeister RF, Leary MR. The need to belong: desire for interpersonal attachments as a fundamental human motivation. Int Dev. 2017;57–89.
   Google Scholar
• Rotter JB. Generalized expectancies for internal versus external control of reinforcement. Psychol Monographs. 1966;80(1):1. doi:10.1037/h0092976
   PubMedGoogle Scholar
• Tett RP, Burnett DD. A personality trait-based interactionist model of job performance. J Appl Psychol. 2003;88(3):500. doi:10.1037/0021-9010.88.3.500
   PubMed Web of Science ®Google Scholar
• Cullen JB, Parboteeah KP, Victor B. The effects of ethical climates on organizational commitment: a two-study analysis. J Business Ethics. 2003;46(2):127–141. doi:10.1023/A:1025089819456
   Web of Science ®Google Scholar
• De Hoogh AH, Den Hartog DN, Belschak FD. Showing one’s true colors: leader Machiavellianism, rules and instrumental climate, and abusive supervision. J Organ Behav. 2021;42(7):851–866. doi:10.1002/job.2536
   Web of Science ®Google Scholar
• Martin KD, Cullen JB. Continuities and extensions of ethical climate theory: a meta-analytic review. J Business Ethics. 2006;69(2):175–194. doi:10.1007/s10551-006-9084-7
   Web of Science ®Google Scholar
• Watson D, Clark LA, Tellegen A. Development and validation of brief measures of positive and negative affect: the PANAS scales. J Pers Soc Psychol. 1988;54(6):1063. doi:10.1037/0022-3514.54.6.1063
   PubMed Web of Science ®Google Scholar
• Schminke M, Ambrose ML, Neubaum DO. The effect of leader moral development on ethical climate and employee attitudes. Organ Behav Hum Decis Process. 2005;97(2):135–151. doi:10.1016/j.obhdp.2005.03.006
   Web of Science ®Google Scholar
• Dark D, Rix M. Back to the future: using the ethical climate questionnaire to understand ethical behaviour in not for profits. Asia Pacific J Health Manag. 2015;10(3):54.
   Google Scholar
• Bliese PD. Within-group agreement, non-Independence, and reliability: implications for data aggregation and analysis. Multilevel Theory Res Methods Org. 2000;349–381.
   Google Scholar
• Preacher KJ, Hayes AF. SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behav Res Methods Instrum Comput. 2004;36(4):717–731. doi:10.3758/BF03206553
   PubMedGoogle Scholar
• Preacher KJ, Rucker DD, Hayes AF. Addressing moderated mediation hypotheses: theory, methods, and prescriptions. Multivariate Behav Res. 2007;42(1):185–227. doi:10.1080/00273170701341316
   PubMed Web of Science ®Google Scholar
• Tai K, Lee K, Kim E, et al. Gender, bottom-line mentality, and workplace mistreatment: the roles of gender norm violation and team gender composition. J Appl Psychol. 2022;107(5):854. doi:10.1037/apl0000936
   PubMed Web of Science ®Google Scholar
• Greenbaum RL, Bonner JM, Mawritz MB, Butts MM, Smith MB. It is all about the bottom line: group bottom‐line mentality, psychological safety, and group creativity. J Organ Behav. 2020;41(6):503–517. doi:10.1002/job.2445
   Web of Science ®Google Scholar
• Zhang Y, Bednall TC. Antecedents of abusive supervision: a meta-analytic review. J Business Ethics. 2016;139(3):455–471. doi:10.1007/s10551-015-2657-6
   Web of Science ®Google Scholar
• Eissa G, Wyland R, Gupta R. Supervisor to coworker social undermining: the moderating roles of bottom-line mentality and self-efficacy. J Manag Org. 2020;26(5):756–773. doi:10.1017/jmo.2018.5
   Web of Science ®Google Scholar
• Lin Y, Yang M, Quade MJ, Chen W. Is the bottom line reached? An exploration of supervisor bottom-line mentality, team performance avoidance goal orientation and team performance. Human Relations. 2022;75(2):349–372. doi:10.1177/00187267211002917
   Web of Science ®Google Scholar
• Liang L, Lian H, Hanig S, Brown D, Ferris DL, Keeping L. The mechanisms of mindfulness in regulating aggressive behaviors. 2015.
   Google Scholar
• Qin X, Huang M, Johnson RE, Hu Q, Ju D. The short-lived benefits of abusive supervisory behavior for actors: an investigation of recovery and work engagement. Acad Manage J. 2018;61(5):1951–1975. doi:10.5465/amj.2016.1325
   Web of Science ®Google Scholar
• Carroll AB. The pyramid of corporate social responsibility: toward the moral management of organizational stakeholders. Bus Horiz. 1991;34(4):39–48. doi:10.1016/0007-6813(91)90005-G
   Google Scholar
• Waddock SA, Bodwell C, Graves SB. Responsibility: the new business imperative. Acad Manage Perspectives. 2002;16(2):132–148. doi:10.5465/ame.2002.7173581
   Google Scholar
• Eissa G, Lester SW. Supervisor role overload and frustration as antecedents of abusive supervision: the moderating role of supervisor personality. J Organ Behav. 2017;38(3):307–326. doi:10.1002/job.2123
   Web of Science ®Google Scholar
• Farh CI, Chen Z. Beyond the individual victim: multilevel consequences of abusive supervision in teams. J Appl Psychol. 2014;99(6):1074. doi:10.1037/a0037636
   PubMed Web of Science ®Google Scholar