WHEN BOTTOM-LINE MENTALITY UNDERMINES AUTHENTIC LEADERSHIP: THE MEDIATING ROLE OF AUTHENTIC LEADERSHIP ROLE CONCEPTUALISATION AND THE BUFFERING ROLE OF MINDFULNESS

Abstract

This study examined the association between perceived bottom-line mentality (BLM) and supervisors’ authentic leadership through authentic leadership role conceptualization (ALRC) and whether mindfulness weakened this process. Drawing on role theory, this study proposes that an overriding emphasis on bottom-line outcomes can narrow supervisors’ understanding of leadership responsibilities, thereby reducing subsequent authentic leadership. A two-wave, time-lagged survey was conducted with 230 supervisors working in medium- and large-sized organizations in Pakistan. Perceived BLM, mindfulness, and ALRC were measured at Time 1, and authentic leadership was assessed at Time 2. The findings showed that perceived BLM was negatively associated with ALRC and subsequent authentic leadership, whereas ALRC was positively associated with authentic leadership. The ALRC had a significant indirect association between BLM and authentic leadership. Mindfulness significantly weakened the negative BLM–ALRC relationship, and the indirect association between BLM and ALRC diminished as mindfulness increased. These findings extend BLM research by identifying supervisor role conceptualization as a mechanism linking perceived performance pressure with leadership behavior and by positioning mindfulness as a boundary condition of this process. This study also contributes to authentic leadership research by showing that organizational priorities may shape leadership through supervisors’ interpretations of what their roles require under concentrated bottom-line demands.