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Hein Wendt
Korn Ferry Institute, 1019 Amsterdam, The Netherlands

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Journal article
Published: 19 July 2021 in Sustainability
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Team cohesiveness plays a crucial role in effective teamwork, innovation, and improved performance, and as such, its development among team members is an essential part of team management. However, it may be disregarded by leaders with a high bottom-line mentality (BLM; a single-minded focus on the bottom line at the expense of other values or priorities). These leaders may show little interest in other priorities, such as ethical, social, or environmental considerations, and may be tempted to push their followers to go above and beyond what is expected, even if it means bending the rules, cutting corners, or engaging in other ethically problematic behaviors. We argue that although a team leader’s BLM may motivate followers to come together around the pursuit of a common goal, it may come at the expense of nurturing healthy interpersonal relationships, trust, and other important social resources within the team. Specifically, we argue that the way leaders with a high BLM approach their goals may affect team cohesiveness, and that it is particularly negative for female leaders. Using a large multi-national study, we found that this happens through increased directive and lowered participative leader behaviors.

ACS Style

Katrin Riisla; Hein Wendt; Mayowa Babalola; Martin Euwema. Building Cohesive Teams—The Role of Leaders’ Bottom-Line Mentality and Behavior. Sustainability 2021, 13, 8047 .

AMA Style

Katrin Riisla, Hein Wendt, Mayowa Babalola, Martin Euwema. Building Cohesive Teams—The Role of Leaders’ Bottom-Line Mentality and Behavior. Sustainability. 2021; 13 (14):8047.

Chicago/Turabian Style

Katrin Riisla; Hein Wendt; Mayowa Babalola; Martin Euwema. 2021. "Building Cohesive Teams—The Role of Leaders’ Bottom-Line Mentality and Behavior." Sustainability 13, no. 14: 8047.

Journal article
Published: 09 July 2019 in European Management Journal
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This study examines the contribution of the psychological contract (PC) framework to the understanding of ethnic minority employees’ employment relationships. First, it tests the generalizability of PC types (transactional, relational, and balanced) observed in the general population to ethnic minority employees. Then, to further address the unique needs and motivators of minority employees, this study considers diversity-related PCs. It adopts social exchange theory to explain how transactional, relational, balanced, and diversity-related PC breaches predict organizational citizenship behavior (OCB). Moreover, it draws insights from social identity theory and examines the mediating role of organizational identification in the relationship between types of PC breach and OCB. Data from 361 Turkish employees working as ethnic minorities in Belgium indicate that relational and diversity-related PC breaches predict OCB partially via organizational identification while transactional and balanced PC breaches directly affect OCB.

ACS Style

Pinar Tufan; Hein Wendt. Organizational identification as a mediator for the effects of psychological contract breaches on organizational citizenship behavior: Insights from the perspective of ethnic minority employees. European Management Journal 2019, 38, 179 -190.

AMA Style

Pinar Tufan, Hein Wendt. Organizational identification as a mediator for the effects of psychological contract breaches on organizational citizenship behavior: Insights from the perspective of ethnic minority employees. European Management Journal. 2019; 38 (1):179-190.

Chicago/Turabian Style

Pinar Tufan; Hein Wendt. 2019. "Organizational identification as a mediator for the effects of psychological contract breaches on organizational citizenship behavior: Insights from the perspective of ethnic minority employees." European Management Journal 38, no. 1: 179-190.