Why Moral Followers Quit: Examining the Role of Leader Bottom-Line Mentality and Unethical Pro-Leader Behavior

By Salar Mesdaghinia, Anushri Rawat, Shiva Nadavulakere. 2019

170 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9ce77066d8f50cdde31944225fd39fd22ef19625

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Cognitive Neuroscience

1. Mayowa T. Babalola
2. Mindy K. Shoss
3. Rebecca L. Greenbaum
4. Matthew J. Quade
5. Mary B. Mawritz
6. Julena M. Bonner

In Information Systems and Management

1. Mary B. Mawritz
2. Julena M. Bonner
3. Mayowa T. Babalola
4. Yingli Deng
5. Omale A. Garba
6. Liang Guo
7. R. Amarnani
8. Mindy K. Shoss

In Organizational Behavior and Human Resource Management

1. Mayowa T. Babalola
2. Mary B. Mawritz
3. Omale A. Garba
4. Julena M. Bonner
5. Shuang Ren
6. Matthew J. Quade
7. Rebecca L. Greenbaum
8. Kubilay Gok

Citations in the corpus

• A business frame perspective on why perceptions of top management's bottom‐line mentality result in employees’ good and bad behaviors (2019, background): “Emerging research on BLM has primarily taken the perspective that leaders’ BLMs are harmful and produce dysfunctional organizational behaviors (e.g., Greenbaum et al., 2012; Mawritz et al., 2017; Mesdaghinia et al., 2018).”
• Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace (2020, background): “research has shown that supervisor BLM contributes to dysfunctional organizational outcomes such as abusive supervision, social undermining, and unethical pro-leader behaviors (Greenbaum et al., 2012; Mawritz et al., 2017; Mesdaghinia et al., 2018).”
• Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning (2020, background): “, 2020), increases employee turnover intention (Mesdaghinia et al., 2019), and triggers social undermining behavior (Greenbaum et al.”
• The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “…2012) has allowed management scholars to begin investigating BLM more fully (e.g. Bonner et al., 2017; Eissa et al., 2018; Mawritz et al., 2017; Mesdaghinia et al., 2018); yet, we are still in the early stages of understanding the full impact of both supervisor and employee BLM at the…”