<p>Despite growing interest in leader bottom-line mentality, no quantitative synthesis has yet integrated its effects on critical employee outcomes. This study addresses this gap by conducting the first meta-analytic review of leader bottom-line mentality (k = 67, N = 19,926). Results indicate that leader bottom-line mentality is significantly associated with several key outcomes, including relative deprivation (ρ = 0.56), moral disengagement (ρ = 0.34), and organizational commitment (ρ = −&#xa0;0.32). This study also tested the indirect linkages from leader bottom-line mentality to employee job performance through four theoretically grounded mechanisms—two expected to enhance performance (via increasing employees’ controlled motivation and their bottom-line mentality) and two expected to reduce performance (via decreasing employees’ leader–member exchange and increasing their emotional exhaustion). Of the four hypothesized mechanisms, three received empirical support—controlled motivation, leader–member exchange, and emotional exhaustion—while the path through employee bottom-line mentality was non-significant. A post hoc analysis further uncovered a U-shaped relationship, suggesting that extreme levels of leader bottom-line mentality may paradoxically enhance performance after surpassing certain stress thresholds. Regarding unethical pro-organizational behavior, this mentality simultaneously increases such behavior via moral disengagement and reduces it through leader–member exchange. These findings underscore the complex nature of leader bottom-line mentality and highlight the importance of integrative frameworks in capturing its multifaceted consequences.</p>