Bottom line above all: A meta‐analysis of antecedents and consequences of leader bottom‐line mentality
这项元分析整合了68项研究，发现领导者的竞争性、绩效奖励预期、道德氛围、竞争氛围和绩效压力等个人与情境因素会促使领导者形成底线心态，进而通过认知顺从、关系损害和资源耗竭三条路径降低员工的任务绩效、组织公民行为、幸福感，并增加不道德行为。
Abstract In today's increasingly competitive organizational environments, many leaders have adopted a single‐minded pursuit of bottom‐line objectives—defined as leader bottom‐line mentality (BLM)—to boost personal rewards and organizational profits. While existing literature on leader BLM is extensive, it remains fragmented, leaving two critical questions unresolved: What drives leaders' adoption of BLM, and how does it shape employee outcomes? To address these gaps, we propose an integrated model that identifies personal and situational antecedents of leader BLM, as well as key mechanisms through which leader BLM influences employees' work outcomes. Based on 68 independent samples ( N = 15,818), our meta‐analytic findings reveal that both personal (competitiveness, performance reward expectancy) and situational factors (ethical climate, competitive climate, performance pressure) are significantly associated with leader BLM. Leader BLM exerts its influence through three distinct pathways—cognitive compliance, relational impairment and resource depletion—ultimately leading to lower task performance, reduced organizational citizenship behaviours, diminished well‐being and greater unethical behaviours. We also found leader BLM is more positively correlated with employee task performance in non‐Western, high power distance, low individualism, high long‐term orientation and low indulgence samples. We discuss theoretical and practical implications of these findings, along with the study's limitations and future research directions.