Abstract:

Although prior research has documented the outcomes of leader bottom-line mentality (BLM), less is known about the psychological processes through which such leaders pursue performance goals. Drawing on motivated moral reasoning theory, this research examines whether BLM activates leaders’ moral disengagement, thereby increasing their unethical pro-organizational behavior (UPB) and encouragement of follower immorality. We also explore relational accountability as a potential boundary condition. Evidence from a multi-method research, including a daily diary field study, a laboratory experiment, and an online experiment demonstrates that BLM heightens moral disengagement, which in turn promotes UPB and immorality encouragement. These findings advance understanding of how bottom-line–focused leaders morally rationalize ethically questionable means in the pursuit of organizational outcomes and highlight conditions under which such tendencies may be mitigated.

Please choose your submission type: Full Paper

Primary Track: Leadership and Leadership Development

Keywords: Traditional paradigms of leadership, including traits, behaviour and contingency approaches

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Prof Sen Sendjaya