Does competitive action intensity influence team performance via leader bottom-line mentality? A social information processing perspective.

Leader bottom-line mentality (LBLM) exists when leaders solely focus on securing bottom-line outcomes to the exclusion of alternative considerations. Our research examines why leaders adopt LBLMs and the implications of this focused leadership strategy on team sales performance and pro-environmental behavior. Utilizing social information processing theory, we examine LBLM as a mediator and contend that competitive action intensity in the work environment provokes LBLM, which then signals to teams the importance of raising sales performance and reducing pro-environmental behavior.

Malrotation With Midgut Volvulus in an Adolescent Male.

Malrotation and midgut volvulus are conditions commonly described in infants, typically diagnosed within the first month of life. We present an unusual occurrence of high-grade obstruction because of malrotation and volvulus in an adolescent male. His symptoms at presentation, abdominal pain and vomiting, were similar to previous episodes in which he had been diagnosed with constipation or viral gastroenteritis and discharged home.

Why sabotage customers who mistreat you? Activated hostility and subsequent devaluation of targets as a moral disengagement mechanism.

We utilize the social intuitionist approach to moral judgment and moral disengagement theory to understand why and when employees sabotage customers. We contend that when customers mistreat employees (i.e.

Employee unethical behavior to shame as an indicator of self-image threat and exemplification as a form of self-image protection: The exacerbating role of supervisor bottom-line mentality.

Employee unethical behavior continues to be an area of interest as real-world business scandals persist. We investigate what happens after people engage in unethical behavior. Drawing from emotion theories (e.

When the customer is unethical: the explanatory role of employee emotional exhaustion onto work-family conflict, relationship conflict with coworkers, and job neglect.

We integrate deontological ethics (Folger, 1998, 2001; Kant, 1785/1948, 1797/1991) with conservation of resources theory (Hobfoll, 1989) to propose that an employee's repeated exposure to violations of moral principle can diminish the availability of resources to appropriately attend to other personal and work domains. In particular, we identify customer unethical behavior as a morally charged work demand that leads to a depletion of resources as captured by employee emotional exhaustion. In turn, emotionally exhausted employees experience higher levels of work-family conflict, relationship conflict with coworkers, and job neglect.

Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness.

We propose that an employee's bottom-line mentality may have an important effect on social undermining behavior in organizations. Bottom-line mentality is defined as 1-dimensional thinking that revolves around securing bottom-line outcomes to the neglect of competing priorities. Across a series of studies, we establish an initial nomological network for bottom-line mentality.

When do fair procedures not matter? A test of the identity violation effect.

Considerable research has demonstrated that fair procedures help improve reactions to decisions, a phenomenon known as the fair process effect. However, in the present research, the authors identify when and why objectively fair procedures (i.e.