Skip to main content

How and when perceptions of top management bottom-line mentality inhibit supervisors’ servant leadership behavior

Babalola, M.T., Jordan, Samantha, Ren, S., Ogbonnaya, C., Hochwarter, W.A., Soetan, G.T. (2022) How and when perceptions of top management bottom-line mentality inhibit supervisors’ servant leadership behavior. Journal of Management, . ISSN 0149-2063. (doi:10.1177/01492063221094263) (KAR id:93770)

PDF Author's Accepted Manuscript
Language: English
Download (737kB) Preview
[thumbnail of TMBLM_and_SL_FINAL_Mar_27_22.pdf]
Preview
This file may not be suitable for users of assistive technology.
Request an accessible format
Official URL:
https://doi.org/10.1177/01492063221094263

Abstract

Extending existing bottom-line mentality (BLM) perspectives, we provide a new theoretical account of how supervisors’ perceptions of top management BLM influence supervisors’ servant leadership (SL) behavior. Using role theory, we propose that these perceptions inhibit supervisors’ SL behavior by reducing their SL role conceptualization or the extent to which supervisors consider SL part of their work responsibility. Further, given that the process underlying the relationship between perceived top management BLM and supervisor SL behavior may be explained by social learning theory and human adaptive capacity perspectives, we examine the incremental validity of supervisor SL role conceptualization versus supervisor BLM and empathy as mediating mechanisms. We also propose low perspective-taking among supervisors as a boundary condition that exacerbates the negative effect of perceived top management BLM on SL role conceptualization, which then results in less servant leader behavior. Data from two multi-wave field studies in China and the United Kingdom provided some support for our hypotheses. Across unique cultural contexts, our findings highlight the value of a role theory perspective in understanding perceptions of top management BLM. We discuss critical theoretical and practical implications of these findings and avenues for subsequent research.

Item Type: Article
DOI/Identification number: 10.1177/01492063221094263
Uncontrolled keywords: Bottom-line mentality; servant leadership; role conceptualization; perspective-taking; role theory
Subjects: H Social Sciences
Divisions: Divisions > Kent Business School - Division > Department of Leadership and Management
Depositing User: Chidi Ogbonnaya
Date Deposited: 29 Mar 2022 11:10 UTC
Last Modified: 27 May 2022 15:17 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/93770 (The current URI for this page, for reference purposes)
Ogbonnaya, C.: https://orcid.org/0000-0002-0704-5717
  • Depositors only (login required):

Downloads

Downloads per month over past year