Abstract Based on the cognitive appraisal theory of stress, this study empirically examines how leader bottom-line mentality promotes employee pro-group unethical behavior through the analysis of 301 data points collected at multiple time intervals. It further reveals the mediating role of employee perceived group performance pressure and the moderating effect of task interdependence. The results indicate that leader bottom-line mentality can promote employee pro-group unethical behavior. Employee perceived group performance pressure mediates the relationship between leader bottom-line mentality and employee pro-group unethical behavior. Employee task interdependence not only negatively moderates the relationship between leader bottom-line mentality and employee perceived group performance pressure, meaning that the higher the task interdependence, the stronger the impact of leader bottom-line mentality on employee perceived group performance pressure, , but also mitigates the indirect effect of employee perceived group performance pressure on leader bottom-line mentality and employee pro-group unethical behavior.
TONG Jun,FU Yun,CHEN Siyuan等. Research on the Effects of Leader Bottom-Line Mentality to Employee Pro-Group Unethical Behavior[J]. Chinese Journal of Management, 2025, 22(3): 462-.
