Abstract
This study investigates the multi-level consequences of leader bottom-line mentality (BLM) on team dynamics and employee behavior. While existing literature highlights various outcomes associated with BLM, findings regarding its impact on performance and ethical voice remain limited. By identifying intrateam power struggles and employee zero-sum mindset as mediating mechanisms, this research offers a nuanced understanding of how leader BLM translates into team task performance and the willingness to voice ethical concerns. Employing a quantitative, multilevel research design, data will be collected from small and medium-sized enterprises (SMEs) in Vietnam, providing a rich context for exploring these dynamics. This study underscores the importance of balancing performance demands with relational and ethical considerations, particularly for leaders in SMEs, to cultivate a healthier culture that prioritizes both profitability and integrity.