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<p>Extra-role employee green behavior (EEGB), a series of voluntary pro-environmental actions beyond formal job requirements, is widely recognized as the cornerstone of organizational environmental sustainability. However, despite strong organizational advocacy, the practice of EEGB remains limited in the workplace, and the barriers to its widespread adoption have not been sufficiently studied. To address this gap, we propose a potential leadership barrier: supervisor bottom-line mentality (SBLM). Based on motivated moral reasoning theory, we investigate when and why SBLM influences employees’ moral mindsets and their subsequent EEGB. Specifically, we contend that the dual attributes of SBLM—focusing on performance while disregarding moral considerations—trigger employees’ moral decoupling, which inhibits their engagement in morally commendable EEGB. Furthermore, we hypothesize that employees’ pro-environmental goal clarity mitigates the negative impact of SBLM on EEGB via moral decoupling. Our analysis of data from a scenario-based experiment and a two-phase field study conducted in China consistently supports our hypotheses. By shedding light on a potential barrier to EEGB, our findings have significant implications for both behavioral ethics research and organizations striving to enhance environmental sustainability.</p>

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Amoral barriers to eco-engagement: how and when supervisor bottom‑line mentality inhibits Extra-role employee green behavior

  • 期刊论文

  • 发表日期：

    2025年5月19日

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  • Rongrong Zhang,
  • Yuxin Liu,
  • Xuefei Wang,
  • Yang Luo

摘要

Extra-role employee green behavior (EEGB), a series of voluntary pro-environmental actions beyond formal job requirements, is widely recognized as the cornerstone of organizational environmental sustainability. However, despite strong organizational advocacy, the practice of EEGB remains limited in the workplace, and the barriers to its widespread adoption have not been sufficiently studied. To address this gap, we propose a potential leadership barrier: supervisor bottom-line mentality (SBLM). Based on motivated moral reasoning theory, we investigate when and why SBLM influences employees’ moral mindsets and their subsequent EEGB. Specifically, we contend that the dual attributes of SBLM—focusing on performance while disregarding moral considerations—trigger employees’ moral decoupling, which inhibits their engagement in morally commendable EEGB. Furthermore, we hypothesize that employees’ pro-environmental goal clarity mitigates the negative impact of SBLM on EEGB via moral decoupling. Our analysis of data from a scenario-based experiment and a two-phase field study conducted in China consistently supports our hypotheses. By shedding light on a potential barrier to EEGB, our findings have significant implications for both behavioral ethics research and organizations striving to enhance environmental sustainability.