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| Why Not Share Good Ideas? The Effect of Leaders′ Bottom-line Mentality on the Employees′ Creative Territory Behavior |
| Tan Zhihong,Yuan Ling |
| (Business School, Hunan University, Changsha 410082, China) |
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Abstract Leaders′ bottom-line mentality belongs to the category of leader values, and has been an emerging research topic in organizational behavior in recent years. Many studies have confirmed that leaders′ bottom-line mind has a negative effect at the individual level and the team level, and a few studies have proven its positive effect. Although some achievements have been made, the theme is still at the stage of exploration and development, many problems remain unsolved. In particular, the relationship between leaders′ bottom-line mentality and the innovation process of employees has not been clarified. An individual′s creativity needs to be shared with others, and it is easier to put it into practice only when it is recognized and supported through communication and interaction. But once the idea is known by others, it is difficult to identify the ownership, which easily leads to employees′ reluctance to share ideas or even have creative territory behavior, resulting in the premature death of the idea. The research shows that the organizational situation is also an important factor for employees to generate creative territory behavior (such as low-trust environment and exploitative leadership). As one of the organizational situations, leaders′ bottom-line mentality may also affect creative territory behavior, because the value judgment standard and behavior tendency displayed by it may make employees think that the leader is indifferent and unfair, and then lose trust in the leader and the organization. To test this conjecture, this study builds a moderated mediating model based on the relative deprivation theory to explore the influence mechanism and boundary conditions of leader bottom-line mentality on the creative territory behavior and tries to answer the questions why employees are unwilling to share good ideas, and what characteristics of employees can adapt to the leader bottom-line mentality.#br#Referring to the empirical research paradigm, this study collects the data through convenience sampling and snowball sampling. To reduce the influence of serious common method deviation, a two-stage design with a time lag of 1 month is adopted. In addition to demographic information, other variables are measured by the Likert 5-point scale, and a total of 172 valid data is collected. Finally, SPSS and its plug-ins PROCESS and AMOS are used to analyze the data to verify the hypothesis of this study.#br#The results show that leaders′ bottom-line mentality has a significant positive influence on employees′ creative territory behavior, and the relative deprivation plays as a mediator between the leaders' bottom-line mentality and employees′ creative territory behavior. In addition, employees′ status competition motivation significantly and negatively moderates the relationship between leadership bottom-line mentality and relative deprivation, and it is the same case in the indirect effect of leadership bottom-line mentality on creative territory behavior through relative deprivation.#br#Specifically, this study has three major theoretical contributions. First, taking the creative territory behavior as a breakthrough, it enriches the research on the relationship between leader bottom-line mentality and innovation, and the antecedents of the creative territory behavior. Second, following the relative deprivation theory, it introduces the sense of relative deprivation as a mediator to reveal the “black box” between leader bottom-line mentality and creative territory behavior and enriches the indirect mechanism of the influence effect of leaders′ bottom-line mentality in the business environment. Third, the individual characteristic variable of employees′ status competition motivation is included in the research framework to investigate its moderating role in the process of leaders′ bottom-line mentality influencing employees′ creative territory behavior, which responds to the call of scholars that the domestic bottom-line mentality research still needs to expand the boundary conditions. The research conclusions have guiding significance for the management of organizations and managers. The organization should take measures in recruitment, training and other aspects of human resources management to curb the harm of leaders' bottom-line mentality in the organization; and it is also important to strengthen the protection of employees′ knowledge and creativity, and encourage creativity sharing.#br#
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Received: 15 June 2022
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