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When focus and vision become a nightmare: Bottom-line mentality climate, shared vision, and unit unethical conduct
Journal article   Peer reviewed

When focus and vision become a nightmare: Bottom-line mentality climate, shared vision, and unit unethical conduct

Christian J Resick, Lorenzo Lucianetti, Mary B Mawritz, Jae Young Choi, Stacy L Boyer and Lauren D'Innocenzo
Journal of applied psychology
27 Jul 2023

Abstract

Business Organizations Female Human Male Motivation Organizational Climate Business Ethics Leadership Vision
Drawing on goal shielding theory (Shah et al., 2002), our study highlights the roles of bottom-line mentality climates and shared vision in encouraging collective unethical conduct in pursuit of financial results. Consistent with the theory, we hypothesize that high bottom-line mentality leaders shape their unit’s bottom-line mentality climate by explicitly clarifying the importance of prioritizing financial results above all else and using motivational resources to encourage a sole focus on bottom-line attainment. We further hypothesize that a unit’s shared vision, which captures a collective sense of purpose and direction, is a critical aspect of the unit’s motivational context that increases the likelihood for collective bottom-line enhancing, unethical behaviors (i.e., concealing errors, bribery, and unethical pro-organizational behavior) in units with a salient bottom-line mentality climate. We test our hypotheses in a two-wave, multi-industry field study of work units in central Italy ( N = 96). Results indicate that leaders with a bottom-line mentality foster a bottom-line mentality climate in the units they lead, and the linkages with unit unethical conduct are dependent on the unit’s shared vision. While shared vision strengthened the effects of bottom-line mentality climates on concealing errors, it served as a necessary condition to motivate more severe forms of unethical conduct. Our study thus demonstrates a dark side to shared vision in that it channels motivational resources toward a unit’s bottom-line priorities. When those priorities are singularly focused on the bottom line, shared vision can help to motivate undesirable behavior.

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Collaboration types
Domestic collaboration
International collaboration
Web of Science research areas
Management
Psychology, Applied
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