Unity or individualism? The “double-edged sword” effect of team leader bottom-line mentality in multi-team context
摘要
This study explored the mechanisms of how team leader BLM influences team members’ intra- and inter-team behaviors. Through the analysis of 53 teams, this study found that team leaders with high BLM can enhance team members’ intra-team identification and then increase team performance on one hand, while also strengthening team members’ perception of inter-team distinctiveness and then trigger inter-team conflict on the other hand. Additionally, these two independent paths are influenced by the team competitive climate. In a high team competitive climate, the direct relationship between team leader BLM and team members’ intra-team identification, as well as the indirect relationship between team leader BLM and team performance, will decrease; while the direct relationship between team leader BLM and team members’ perception of inter-team distinctiveness, as well as the indirect relationship between team leader BLM and inter-team conflict, will increase.