We propose that leader bottom-line mentality (BLM), characterized by focusing single-mindedly on bottom-line results, renders work meaningless and negatively impacts employee attitudes and behaviors. We also propose that these effects are stronger among employees with a strong moral identity who value serving a greater purpose by their work. The findings across three studies in China and the United States indicate that leader BLM is associated with a sense of work meaninglessness among employees, which in turn relates to lower job satisfaction, reduced extra-role performance, higher job neglect, and greater turnover intentions. The findings also show that these effects are stronger for employees with high moral identity. Our findings advocate for organizations and leaders to adopt a broader perspective beyond just bottom-line objectives in order to enhance employee attitudes and business success.
