Abstract Through 685 samples from both entrepreneurial and non-entrepreneurial teams, the study analyzes how and when the leader bottom-line mentality affects employees’ innovative behavior from the perspective of stress cognition assessment. The research results indicate that the leader bottom-line mentality first makes employees perceive performance stress based on bottom-line goals. Generally, the leader bottom-line mentality has a “double-edged sword” effect on employees’ innovative behavior. That is, the leader bottom-line mentality not only promotes employees’ innovative behavior through employees’ challenging appraisal of performance stress but also inhibits employees’ innovative behavior through employees’ hindrance appraisal of performance stress. The team type plays a significant moderating role in the influence mechanism. Specifically, in entrepreneurial teams, the leader bottom-line mentality mainly has a positive impact on employees’ innovative behavior through the challenging appraisal of performance stress, while in non-entrepreneurial teams, the leader bottom-line mentality mainly has a negative impact on employees’ innovative behavior through the hindrance appraisal of performance stress.
LIU Longjun,LONG Jing,WAN Wenhai. The Double-edged Sword Effect of Leader Bottom-line Mentality on Employees’ Innovative Behavior from a Cognitive Appraisal Perspective[J]. Chinese Journal of Management, 2024, 21(1): 43-.
