Research on the Impact and Mechanism of Supervisor Bottom-Line Mentality on Employee Green Behaviors

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This study employs an empirical analysis approach to explore how supervisors' bottom-line mentality influences employees' organizational commitment, thereby affecting their green behaviors, and examines the moderating role of employees' pro-environmental intentions. The research utilized an online questionnaire survey conducted among employees from multiple industries, collecting a total of 320 valid responses. The findings reveal that supervisors' bottom-line mentality not only directly negatively impacts employee green behaviors but also reduces these behaviors by lowering employees' organizational commitment. Additionally, the moderating effect of employees' pro-environmental intentions is significant. The study suggests that enterprises should pay attention to the negative impacts of supervisors' bottom-line mentality, cultivate employees' environmental awareness, enhance their willingness to protect the environment, foster green behaviors, and promote the sustainable development of the organization. Supervisors' Bottom-Line Mentality Employee Green Behaviors Organizational Commitment Pro-Environmental Intentions Figures Figure 1 Figure 2 Figure 3 Introduction With the acceleration of global industrialization, environmental issues have garnered significant attention. In the face of these challenges, enterprises are beginning to focus not only on economic benefits but also on environmental benefits while pursuing economic gains. Employees, as the most important stakeholders in a company's production and operations, play a crucial role in enhancing the organization's environmental performance through their green behaviors. Consequently, employee green behavior has increasingly attracted attention and emphasis in academic circles. Employee Green Behavior（EGB） refers to actions within the work environment that contribute to environmental sustainability, such as conserving energy, reducing emissions, and engaging in waste sorting(Zou Yanchun et al,2024).For most employees, green behavior is considered an extra-role behavior; it is neither explicitly stipulated in job descriptions nor regulated or rewarded by supervisors(Liu Rongzhi et al,2024).Enterprises find it difficult to mandate employees to exhibit green behaviors in the workplace. Only by translating management into specific work practices can employees' green behaviors be effectively stimulated(Muhammad et al,2023), which poses higher demands on supervisors. Therefore, how supervisors influence employees' green behaviors is particularly important for promoting corporate environmental management and achieving sustainable development. Based on the motivations behind employees' green behaviors, they can be broadly categorized into two types: task-oriented green behaviors and voluntary green behaviors. The former refers to green behaviors executed within the context of employees' required job responsibilities, while the latter involves green behaviors that employees voluntarily undertake outside the scope of organizational regulations(Norton et al,2015).Previous studies primarily explore the factors influencing employees' green behaviors, which can generally be divided into two aspects.On one hand, psychological and social perceptual factors influence employees' green behaviors,forexample:employees' spouses' green behaviors(Song Meng et al,2024), perceptions of corporate social responsibility(Liu Rongzhi et al,2024), employees' sense of environmental responsibility(Lu Hui et al,2023), green mindfulness(Aghaei et al,2024) and so on; On the other hand,eadership factors, particularly leadership styles, also affect employees' green behaviors. such as green service-oriented leadership(Muhammad et al,2023), green transformational leadership(Zou Yanchun et al,2024), ethical leadership(Hameed et al,2022), and paternalistic leadership(Mi L et al,2024) etc.However, in the current complex and rapidly changing business environment, supervisors' bottom-line mentality has become a commonly adopted thinking pattern among leaders. When facing intense market competition and continuously changing external environments, supervisors often tend to focus on short-term goals, especially in terms of finances and profits, to ensure the survival and development of the enterprise. This has led them to adopt a bottom-line mentality(Liu Longjun et al,2024).In the context of global economic transformation, enterprises must regard environmental responsibility as a key objective and incorporate it into their overall development strategies. If leaders focus solely on financial goals while neglecting other strategic objectives, this way of thinking contradicts the sustainability and comprehensive planning concepts advocated in current global economic development. therefore, studying the impact and mechanisms of supervisors' bottom-line mentality on employees' green behaviors is of practical significance. This study explores the impact of supervisors' bottom-line mentality on employees' levels of green behavior, as well as the mechanisms by which variables such as organizational commitment and employees' pro-environmental intentions influence employees' green behaviors. The purpose is to answer the following questions: (1) How does supervisors' bottom-line mentality affect employees' voluntary green behaviors and the psychological mechanisms based on organizational commitment? (2) How do employees' pro-environmental intentions moderate employees' voluntary green behaviors? This not only helps enrich the research on employees' green behaviors, organizational commitment, and pro-environmental intentions but also benefits enterprises by highlighting the negative impacts of supervisors' bottom-line mentality, providing references for corporate practices. Supervisors' Bottom-Line Mentality and Employee Green Behaviors bottom-line mentality (BLM) refers to a thinking model in which, in order to ensure bottom-line results (BL), other competitive factors of the organization are neglected(Greenbaum et al,2012).Among them, bottom-line results usually refer to "organizational profits and other financial outcomes"(Guo Linyi et al,2021).Existing studies have shown that bottom-line mentality can be adopted by anyone within an organization, but the vast majority of bottom-line mentality research has been applied to leadership positions (senior management and supervisory roles), specifically supervisors' bottom-line mentality(Greenbaum et al,2023). Supervisors who hold a bottom-line mentality believe that their responsibility is to create profits for the organization at all costs, rather than to pursue non-financial objectives. This way of thinking may lead to a reduction in employees' voluntary green behaviors. Firstly, based on social learning theory, employees tend to imitate managers' behaviors and thinking patterns to form their own behavioral norms(Mawritz et al,2012).Leaders who adopt a bottom-line mentality cause employees to follow and learn, thereby transforming the leaders' bottom-line mentality into employees' bottom-line mentality, creating a top-down imitation trend. This will further lead employees to focus on financial indicators and short-term performance, thereby neglecting long-term environmental sustainability goals. Employees may believe that unless environmental behaviors are directly linked to financial gains, these behaviors will not be valued by the organization;Secondly, based on the theory of planned behavior, individual behavior is influenced by subjective behavioral norms(Ajzen,1991).Subjective norms refer to the influence of the surrounding environment and other individuals on an individual, involving the social pressure perceived by the individual when deciding to perform a specific behavior(Liang Xi et al,2024).When supervisors clearly convey a high emphasis on short-term performance and financial goals through bottom-line mentality, employees may believe that their behaviors should align more with these "bottom-line goals" rather than supporting green behaviors. This situation may weaken employees' intentions to engage in green behaviors and reduce their enthusiasm for participating in environmental protection activities. Based on the above discussion,we hypothesize: Hypothesis 1: Supervisors' bottom-line mentality negatively affects employees' voluntary green behaviors. The Mediating Role of Organizational Commitment Becker(Becker,1960) points out that organizational commitment(OC) is a psychological phenomenon where employees feel compelled to remain in the organization as their investment in the organization increases. In the organization, such investment can refer to all valuable things, such as benefits, energy, and skills that have been acquired and can only be used within a specific organization.Meyer (Meyer et al,1991)further point out that organizational commitment refers to employees' psychological attachment to the organization and includes three dimensions: affective commitment, continuance commitment, and normative commitment. Affective commitment refers to employees' emotional attachment, identification, and involvement with the organization; Continuance commitment refers to employees maintaining their employment relationship based on their perception of the costs associated with leaving the organization and the necessity to remain with the organization; Normative commitment refers to employees' sense of obligation to the organization. The leader's bottom-line mentality can reduce employees' organizational commitment in two ways. First, a manager's care and support for subordinates positively contribute to employees' organizational commitment(Agarwal et al,1999), as seen in leadership styles like paternalistic leadership(Erben et al,2008), servant leadership(Newman et al,2014), and transformational leadership(Avolio et al,2004). Organizational commitment emphasizes employees' sense of responsibility, recognition, and loyalty to the organization(Wei Feng et al,2020). Leaders with a bottom-line mentality tend to focus on bottom-line results and may disregard other factors (such as employee well-being, ethics, etc.) in order to achieve their goals(Mesdaghinia et al,2019). This mindset has a gradual and profound erosive effect on emotional commitment. In a work environment that prioritizes results while neglecting employees' legitimate needs, employees may face heavier work pressures. The accumulation of such pressure can weaken employees' emotional connection to the organization, leading to indifference. Therefore, leaders who adopt a bottom-line mentality may cause a decline in employees' organizational commitment.Secondly, a leader's bottom-line mentality can reduce employees' organizational commitment by increasing work-family conflict(Quade et al,2022). In an environment that emphasizes work efficiency and outcomes, leaders with a bottom-line mentality often overlook employees' life needs. Through practices such as overtime culture and rigid work hours, they directly encroach on employees' personal time. This invasion of employees' time not only leads to work-life conflict but also exacerbates employees' psychological stress and physical fatigue. As employees invest more time in their work, the lack of personal time becomes inevitable. This "time poverty" can lead to a perception of organizational exploitation, which further lowers organizational commitment(Zhang Rui et al,2023). Moreover, when employees are unable to balance work and family due to work pressure, they may develop resentment and dissatisfaction towards the organization. These negative emotions will further weaken their organizational commitment. Organizational commitment plays a key role in promoting employees' green behaviors, primarily by strengthening the reciprocal relationship between employees and the organization. According to social exchange theory, when employees perceive high levels of commitment and support from the organization, they develop a willingness to reciprocate(Li Zhigang et al,2024), thereby enhancing mutual trust and cooperation. This reciprocal relationship not only increases employees' sense of belonging and loyalty but also motivates them to take proactive actions in the interest of the organization. In this context, employees are more likely to engage in and advocate for green behaviors, such as energy conservation, waste sorting, and the implementation of environmental protection initiatives, as a positive response to organizational commitment. Furthermore, organizational commitment not only strengthens employees' emotional attachment but also motivates them to engage in extra-role behaviors(Zhu Fei et al,2020). Employees' voluntary green behaviors, as autonomous actions, typically manifest as voluntary environmental measures taken on behalf of the organization. Therefore, the higher the employees' organizational commitment, the more likely they are to proactively engage in green behaviors; conversely, employees with lower organizational commitment are less likely to participate in such behaviors. Based on this, this study suggests that a leader's bottom-line mentality negatively affects employees' organizational commitment, thereby reducing their green behaviors. In conclusion, this paper proposes the following hypothesis: Hypothesis 2: Leaders' bottom-line mentality will negatively affect employees' organizational commitment. Hypothesis 3: Employees' organizational commitment will positively promote voluntary green behavior. Hypothesis 4: Organizational commitment mediates the relationship between leaders' bottom-line mentality and employees' voluntary green behavior. The Moderating Effect of Pro-Environmental Intention. Pro-environmental intention(PEI) measures the extent to which an individual is willing to take actions that benefit the environment(Kautish et al,2019). Essentially, it reflects an individual's attitude toward the environment. Individuals with a higher pro-environmental intention demonstrate a stronger awareness of environmental protection and have a deeper understanding of implementing effective environmental protection measures. Pro-environmental intention enhances the positive effect of organizational commitment on green behavior. Based on social exchange theory(Li Zhigang et al,2024), when employees have a higher level of organizational commitment, they are more likely to perceive themselves as part of the organization and believe that the organization's success is closely linked to their personal fate. As a result, they are more likely to engage in green behavior to contribute to the organization’s sustainable development. However, employees' pro-environmental intention plays a moderating role in this process. When employees possess a high level of pro-environmental intention, they not only align their personal interests with the organization's goals but also view environmental protection as a personal responsibility. Therefore, high pro-environmental intention further strengthens the effect of organizational commitment on green behavior. In contrast, when employees have low pro-environmental intention, although they may have a strong sense of belonging and identify with the organization’s goals, their likelihood of engaging in green behavior is relatively low due to a lack of sufficient environmental awareness or responsibility. In this case, the impact of employees' sense of belonging on promoting green behavior may be limited. At this point, employees are more likely to view green behavior as part of their contribution to the organization and, as a result, may become more actively involved in and drive the organization’s environmental sustainability efforts. Pro-environmental intention weakens the inhibitory effect of a leader’s bottom-line mentality on green behavior. Leaders with a bottom-line mentality primarily focus on financial goals, such as profits and cash flow, potentially neglecting other factors, which can hinder the spontaneous engagement of employees in green behavior. However, when employees possess a high level of pro-environmental intention, their environmental motivations and behavioral tendencies can somewhat offset the negative impact of the leader’s bottom-line mentality. This is because employees with high pro-environmental intention not only perceive the environmental protection measures implemented at the workplace as beneficial to the organization but, more importantly, as having direct benefits for the environment itself. Therefore, such employees are more willing to actively engage in green behavior. In contrast, employees with low pro-environmental intention often rely on external incentives and clear organizational directives for green behavior. However, leaders with a bottom-line mentality usually focus more on performance and outcomes, often neglecting or failing to actively encourage employees to engage in green behavior. In this situation, employees with low pro-environmental intention are less likely to implement green behavior due to a lack of intrinsic environmental motivation and insufficient leadership support or incentives.Based on the above, this paper proposes the following hypotheses: Hypothesis 5: Pro-environmental intention positively moderates the relationship between employees' organizational commitment and voluntary green behavior. Hypothesis 6: Pro-environmental intention negatively moderates the relationship between leaders' bottom-line mentality and employees' voluntary green behavior. Sample and Procedure To ensure the anonymity of the survey process and the authenticity of the data, a completely anonymous online questionnaire was used, employing well-established and published survey items. The survey targeted professionals from various industries and was distributed widely through public platforms such as Credamo. A total of 342 questionnaires were collected, with 320 valid responses after screening, resulting in a validity rate of 93.6%. Measure To ensure the reliability and validity of the questionnaire, the measures for leadership bottom-line mentality, organizational commitment, employees' voluntary green behavior, and pro-environmental intention in this study were selected from widely used, established scales. All items used a 5-point Likert scale, where 1 represents "strongly disagree" and 5 represents "strongly agree." Supervisors' Bottom-Line Mentality: The scale was adapted from Greenbaum et al(2012), consisting of 4 items, such as: "My leader cares more about profits than employee well-being." The Cronbach's α for this scale in the present study was 0.859. Organizational Commitment: The scale was adapted from Gamble et al(2008), consisting of 3 items, such as: "I feel proud to work at this company." The Cronbach's α for this scale in the present study was 0.823. Employees' Voluntary Green Behavior: The scale was adapted from Julian et al(2013), consisting of 6 items, such as: "I bring reusable utensils to work (e.g., reusable containers, reusable cutlery)." The Cronbach's α for this scale in the present study was 0.906. Pro-environmental Intention: The scale was adapted from Kautish et al(2019), consisting of 6 items, such as: "I am willing to take measures to control the environmentally harmful activities I engage in." The Cronbach's α for this scale in the present study was 0.883. Control Variables: This study included conventional demographic variables, such as gender, age, and education level, as control variables. Study results Common Method Bias To ensure the reliability of the results and reduce the impact of common method bias, this study employed Harman's single-factor test, which involves conducting a factor analysis with rotation on all variable items. The results of the test indicated that four factors were extracted, with the first factor accounting for 21.474% of the variance. This percentage is lower than 40%, and it does not reach half of the total variance explained (68.299%). Additionally, a common method factor was added to the model for further testing. The results showed no significant improvement in the fit indices when compared to the five-factor model. Specifically, the χ²/df ratio was 1.065, which is within the acceptable range of 1-3; CFI = 0.997, TLI = 0.996, and GFI = 0.959, all of which are above the critical value of 0.9; RMSEA = 0.014 and RMR = 0.036, both of which are below the critical value of 0.05. These findings suggest that the inclusion of the common method factor did not lead to a significant improvement in model fit. Therefore, it can be concluded that there is no significant common method bias in this study. Confirmatory Factor Analysis The results of the confirmatory factor analysis are presented in Table 1. The fit indices are as follows: χ²/df = 1.145, which is within the acceptable range of 1-3; IFI = 0.993, TLI = 0.992, and CFI = 0.993, all exceeding the recommended threshold of 0.9; RMSEA = 0.021 and RMR = 0.043, both of which are below the recommended threshold of 0.05. These results indicate that there is no significant fit bias between the model and the data. Compared to other models, the four-factor model showed the best fit, outperforming the alternative models, suggesting that the research model has good structural validity. Table 1 Results of Confirmatory Factor Analysis Model χ² df χ²/df IFI TLI CFI RMSEA RMR Four-factor model 176.218 146 1.145 0.993 0.992 0.993 0.021 0.043 Three-factor model 463.717 149 3.112 0.899 0.883 0.898 0.081 0.111 Two-factor model 1029.512 151 6.818 0.718 0.679 0.716 0.135 0.145 One-factor model 1413.647 152 9.3 0.595 0.542 0.593 0.161 0.168 Note:Four-factor model: Leadership bottom-line mentality, organizational commitment, employees' voluntary green behavior, and pro-environmental intention as separate factors. Three-factor model: Organizational commitment and pro-environmental intention combined into one factor. Two-factor model: Organizational commitment, pro-environmental intention, and employees' voluntary green behavior combined into one factor. One-factor model: All variables combined into a single factor. Descriptive Statistics and Correlation Analysis Table 2 lists the mean, standard deviation, and correlation matrix for the study variables. The results show that the correlation coefficients between all variables are significant, and the relationships between the variables generally align with the theoretical expectations of the study. The analysis results are shown in Table 2. Table 2:Descriptive statistics, reliability estimates, and study variableintercorrelations. Variable Mean SD 1 2 3 4 SBLM 2.672 1.044 1 OC 3.313 1.041 -0.367*** 1 EGB 3.378 1.032 -0.330*** 0.301*** 1 PEI 3.42 0.909 -0.321*** 0.316*** 0.299*** 1 Note :N=320；* p＜0.05，** p＜0.01，*** p＜0.001； Main Effects Test This study uses SPSS hierarchical regression to test both main effects and mediation effects, examining the relationship between SBLM and OC. Model 1and Model 2 both use OC as the dependent variable. Model 1 includes only control variables, while Model 2 adds SBLM as the independent variable. The results, shown in Table 3, reveal that SBLM is significantly negatively correlated with OC (β = -0.357, P < 0.001). This indicates that the higher the leader’s focus on bottom-line objectives, the more likely they are to neglect other factors, which leads to a decrease in employees' organizational commitment. Thus, Hypothesis 2 is supported. Model 3 and Model 4 both use EGB as the dependent variable. Model 3 includes only control variables, while Model 4 adds OC as the independent variable. The results show that OC is significantly positively correlated with EGB (β = 0.054, P < 0.001). This suggests that as employees' sense of belonging and responsibility to the organization increases, they are more likely to voluntarily engage in green behaviors beneficial to the organization. Therefore, Hypothesis 3 is supported. Model 3 and Model 5 both use EGB as the dependent variable, with SBLM as the independent variable in Model 5. The results show that SBLM is significantly negatively correlated with EGB, meaning that leaders with a bottom-line mentality are likely to reduce employees' voluntary green behaviors. Thus, Hypothesis 1 is supported. Mediation Effect Test Based on Model 5, Model 6 is created by adding the mediator variable OC. Compared to Model 5, in Model 6, the β value of SBLM changes from -0.324 to -0.248, which is still significant (P < 0.001). Meanwhile, the β value of OC is 0.212, and it is also significant (P < 0.001). Therefore, OC mediates the relationship between the independent variable SBLM and the dependent variable EGB. As a result, Hypothesis 3 is supported. Table 3:Main Effect and Mediation Effect Hierarchical Regression Results Note:N=320 ； *p ＜ 0.05 ， **p ＜ 0.01 ， ***p ＜ 0.001 To further verify the mediating effect of OC, this study used the Bootstrap resampling method to test both direct and mediating effects.In the perceived usefulness path, the indirect effect was -0.075, with a 95% confidence interval of [-0.122, -0.035], and this interval did not include the value 0, indicating statistical significance. Therefore, it can be concluded that OC significantly mediates the relationship in this path, supporting Hypothesis 4. Additionally, the effect value of the direct effect was -0.25, with a 95% confidence interval of [-0.359, -0.142], which also did not include 0, showing statistical significance. Thus, it can be concluded that SBLM weakens EGB, confirming Hypothesis 1. Moderating Effect Test Table 4 presents the results of the regression analysis for the moderating effect of OC.Model 7 includes only the control variables and the dependent variable, EGB. Model 8 builds on Model 7 by adding the independent variable OC and the moderating variable PEI. Model 9 further adds the interaction term between OC and PEI. The results show that the interaction term has a coefficient of 0.110, and it is significant (p < 0.05). Additionally, compared to Model 8, Model 9 shows a significant improvement in explained variance (∆R² = 0.011, p < 0.001). Therefore, Hypothesis 5 is supported, meaning PEI positively moderates the relationship between OC and EGB. Model 10 builds on Model 7 by adding the independent variable SBLM and the moderating variable PEI. Model 11 further includes the interaction term SBLM * PEI. The results show that the interaction term has a coefficient of -0.144, and it is significant (p < 0.01). Moreover, compared to Model 10, Model 11 shows a significant improvement in explained variance (∆R² = 0.020, p < 0.001). Therefore, Hypothesis 6 is supported, indicating that PEI negatively moderates the relationship between SBLM and EGB. Table 4:SPSS Moderation Effect Hierarchical Regression Analysis Results Variable EGB Model 7 Model 8 Model 9 Model 10 Model 11 Gender .128 .108 .114 0.067 0.077 Age .137 .117 .122 0.115 0.175 Highest Education .048 .097 .096 0.084 0.091 Work Experience -.104 -.077 -.074 -0.071 -0.095 OC .229*** -.166 SBLM -0.254*** 0.252 PEI .239*** -.148 0.229*** 0.600*** OC*PEI 0.110* SBLM*PEI -0.144** R² .009 .146 .157 0.157 0.177 ∆R² .009 .137*** .011*** 0.148*** 0.020*** Note: N=320；*p＜0.05，**p＜0.01，***p＜0.001 To further validate the moderating effect of PEI, this study used the Bootstrap resampling method for testing.Under low PEI, the 95% confidence interval [-0.064, 0.266] includes 0, indicating no significant effect. However, under high PEI, the effect size is larger (0.319), and the 95% confidence interval [0.180, 0.458] does not include 0. This indicates that PEI positively moderates the relationship between OC and EGB, confirming Hypothesis 5. Under low PEI, the 95% confidence interval [-0.253, 0.057] includes 0, indicating no significant effect. However, under high PEI, the effect size is smaller (-0.383), and the 95% confidence interval [-0.525, -0.242] does not include 0. This indicates that PEI negatively moderates the relationship between SBLM and EGB, confirming Hypothesis 6. To further clarify the moderating effect, this study also presents simple slope graphs at different levels of PEI, as shown in Figure 2. The relationship between OC and EGB varies linearly at different levels of PEI. The higher the level of PEI, the steeper the slope of the line, further supporting that PEI positively moderates the relationship between OC and EGB, providing empirical support for Hypothesis 5. As shown in Figure 3, the relationship between SBLM and EGB varies linearly at different levels of PEI. The higher the level of PEI, the flatter the slope of the line, further supporting that PEI negatively moderates the relationship between SBLM and EGB, providing empirical support for Hypothesis 6. Research Conclusion Employees' green behaviors play a crucial role in corporate environmental management and the implementation of sustainable development strategies. This study used employees from multiple industries as subjects, employed SPSS for empirical analysis, and explored the weakening effect of leadership bottom-line mentality on employees' green behavior. Additionally, it examined the mediating role of organizational commitment and the moderating effect of pro-environmental willingness. The research conclusions are as follows: First, leadership's bottom-line mentality has a weakening effect on employees' voluntary green behavior. This means that when such a mindset dominates in an organization, employees may believe that the organization does not care about environmental protection. They might feel that environmental actions will not be recognized or supported in the pursuit of financial goals. As a result, employees may focus more on tasks directly related to financial performance rather than engaging in green behaviors that contribute to the organization's environmental image and practices. Second, leadership’s bottom-line mentality weakens employees' organizational commitment, which in turn reduces their voluntary green behavior. Organizational commitment reflects the emotional bond between employees and the organization and is an important indicator of employee loyalty and sense of belonging. Leaders with a bottom-line mentality overly emphasize financial metrics such as profits and cash flow, neglecting other important organizational goals like employees' personal development, improving the work environment, and enhancing employee welfare. When employees feel neglected and unable to gain the attention and support they deserve in the organization, their sense of belonging, identification, and loyalty to the organization gradually diminishes. This accumulation of negative emotions eventually leads to a reduction in organizational commitment. A decrease in organizational commitment may cause employees to feel that the organization cannot meet their psychological expectations, leading them to reduce their input in return mechanisms and lower their "extra efforts" for the organization. Green behavior typically does not directly impact employees' personal benefits or performance evaluations and relies more on intrinsic motivation. When organizational commitment declines, employees lose their internal motivation to engage in green behaviors. This ultimately results in a decrease in green behavior in the workplace. Finally, employees' pro-environmental willingness plays a positive moderating role between organizational commitment and voluntary green behavior, while also playing a negative moderating role between leadership's bottom-line mentality and voluntary green behavior. This suggests that pro-environmental willingness can enhance the effects of positive driving factors while weakening the effects of negative influencing factors. Individual behavior is highly influenced by values. Specifically, although leaders focus on financial goals, which weakens employees' organizational commitment, employees who hold more positive attitudes toward environmental protection may still engage in green behaviors based on environmental protection motives. Management Implications The Impact of Leadership Bottom-Line Mentality on Employees’ Organizational Commitment and Green Behavior .The study found that leadership’s bottom-line mentality leads to a reduction in employees' organizational commitment, which in turn results in decreased voluntary green behavior. This important finding suggests that it is detrimental for leaders to focus solely on financial goals such as profit or cash flow while neglecting employees' welfare and related benefits. Additionally, a reduction in employees' sense of belonging to the organization may ultimately lower their work engagement(Fan Liming et al,2022) and even lead to turnover(Gan Jinyu,2018). Therefore, leaders should ensure that, while pursuing "bottom-line goals," they also attend to the needs of their subordinates and understand employees' emotional and mental states. When designing performance evaluation systems, organizations should include green behaviors and employee development as key performance indicators (KPIs), granting them equal importance as financial goals. Tools like the Balanced Scorecard should be used to create clear evaluation standards for objectives across different dimensions. At the same time, reward systems should be adjusted to ensure that rewards for leadership are not solely tied to performance results but also encompass support for green behavior and improvement of employees' well-being. During annual review meetings, leaders who excel in balancing bottom-line and green behavior goals should be publicly recognized as role models. The Role of Pro-Environmental Willingness in Enhancing Green Behavior .The study found a significant moderating effect of employees’ pro-environmental willingness. This phenomenon suggests that employees' attention to environmental issues can drive them to proactively engage in more environmentally friendly behaviors in the workplace, even when the leadership is indifferent to such behaviors. First, organizations should enhance the promotion of environmental protection's importance. Regular environmental protection training or activities should be conducted to raise employees' awareness and strengthen their pro-environmental willingness. For example, organizations can establish green behavior guidelines or set up "Green Pioneer" awards to encourage employees to embrace and practice environmental protection values. Second, organizations should actively build a green organizational culture and promote green practices. They should clearly express their commitment to sustainability and integrate environmental protection concepts into the corporate culture to enhance employees' identification with environmental goals. Management can set an example by practicing environmental protection principles, such as reducing office resource waste or advocating for paperless offices. Furthermore, organizations can enhance employees’ pro-environmental willingness through green initiatives such as tree planting, garbage cleaning, or energy-saving competitions. These activities can increase employees' sense of participation and responsibility for environmental protection. Future Research Directions Employee voluntary green behavior refers to actions taken by employees without external rewards or coercion, similar to organizational citizenship behavior. Thus, voluntary green behavior can be considered a form of organizational citizenship behavior. However, the antecedents of organizational citizenship behavior also include organizational support(Liu Shengwen et al,2024) and work autonomy(Wang Guangqiang,2024). This study only used organizational commitment as a mediating variable, so future research could consider the impact of multiple mediating variables. Furthermore, employee green behavior is influenced by multiple factors and occurs within the organization. While this study focused on individual-level factors, with organizational commitment as a mediating variable and pro-environmental willingness as a moderating variable, it did not address team or organizational-level factors. Future research could take a broader perspective to further explore this topic, considering the influence of team dynamics, organizational culture, and external environmental factors on employee green behavior. Declarations Funding information The research leading to these results received funding from Science and Technology Department of Gansu Province under Grant Agreement No: 24RZA173. Data availability The author confirms that all data generated or analysed duringthis study are included in this published article. Furthermore,primary and secondary sources and data supporting the findings of this study were all publicly available at the time of submission. Informed consent statemen Informed consent was obtained from all participants involved in this study. Participants were fully informed about the purpose, procedures, potential risks, and benefits of the research prior to their participation. They were also assured of their right to withdraw from the study at any time without any consequences. Conflict of interest statement The authors declare no conflicts of interest regarding the design, execution, or publication of this study. This research received no specific funding from any agency in the public, commercial, or not-for-profit sectors that could influence its outcomes. Ethical Statement This study utilized an anonymous questionnaire survey method to collect data. The research design ensures that no personally identifiable information is collected from participants, thereby minimizing ethical risks. Participation was voluntary, and respondents were informed of the purpose of the study and their right to withdraw at any time. Given the low ethical risk and the anonymous nature of the data collection, this study did not require formal ethical review or approval from an institutional review board. References Agarwal S, DeCarlo T E, Vyas S B. Leadership behavior and organizational commitment: A comparative study of American and Indian salespersons[J]. Journal of International Business Studies, 1999, 30: 727-743. Aghaei M, Aghaee S, Shahriari M. The effect of green vision and green training on voluntary employee green behavior: the mediating role of green mindfulness[J]. Environment, Development and Sustainability, 2024: 1-17. Ajzen I. 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Servant leadership, trust, and the organizational commitment of public sector employees in China[J]. Public Administration, 2014, 92(3): 727-743. Norton T A, Parker S L, Zacher H, et al. Employee green behavior: A theoretical framework, multilevel review, and future research agenda[J]. Organization & Environment, 2015, 28(1): 103-125. Quade M J, Wan M, Carlson D S, et al. Beyond the bottom line: don’t forget to consider the role of the family[J]. Journal of Management, 2022, 48(8): 2167-2196. Cai, S.L., Mughal, M.F., Ma, H.M., 2023. The relationship between green service leadership and employees' voluntary green behavior: Based on cognitive mechanisms and emotional boundaries. Management Journal, 36(06), 81-97. Fan, M.L., Liu, J., 2022. The relationship between work-life quality and work engagement among kindergarten teachers: The mediating role of organizational commitment. Early Childhood Education Research, (08), 68-82. Gan, W.Y., 2018. 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The impact of green transformational leadership on employees' voluntary green behavior: The role of natural emotional connection and power distance orientation. Finance and Economics Forum, (04), 91-101. Additional Declarations No competing interests reported. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-6199848","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":432479583,"identity":"a2bf9a7a-b3f8-41e3-86f9-1ec66a0e5a95","order_by":0,"name":"MA yong gang","email":"","orcid":"","institution":"Lanzhou University of Finance and Economics","correspondingAuthor":false,"prefix":"","firstName":"MA","middleName":"yong","lastName":"gang","suffix":""},{"id":432479584,"identity":"6116f36b-b44e-4ac4-b20b-9b7d4f291684","order_by":1,"name":"WANG hao","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA50lEQVRIiWNgGAWjYBACgwMMDMwMPDb1/OwNIK4FsVpk0hIkew6AuBLEarE5nGBwIwHEJ0bL8bOHXxfkHM6TnPn86oYfBRIM/O3dCXi1mJ3JS7OecSa9mF86p+xmD9BhEmfObsCv5UCOmTFvjzXjzNk5aTd4gFoMJHIJaDn/BqjlHzPjhptn0m7+IUaL/Y0c48c8PM6JG26wH7tNlC2WN96YMfPwpBlL9uSw3ZYxkOAh6BeD8znGn3l4bOT42Y8/u/nmD5DR3otfCxCwQeOCxwBMElIOAswfIDT7A2JUj4JRMApGwQgEAAVIS81ZcDDgAAAAAElFTkSuQmCC","orcid":"","institution":"Lanzhou University of Finance and Economics","correspondingAuthor":true,"prefix":"","firstName":"WANG","middleName":"","lastName":"hao","suffix":""}],"badges":[],"createdAt":"2025-03-11 03:38:10","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-6199848/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-6199848/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":79086360,"identity":"bcc5b6aa-a393-406a-9d57-a4259d91dc61","added_by":"auto","created_at":"2025-03-24 09:21:28","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":46989,"visible":true,"origin":"","legend":"\u003cp\u003e\u003cstrong\u003eHypothesized theoretical model.\u003c/strong\u003e\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-6199848/v1/2d7d4c86cc9068468a929f69.png"},{"id":79086361,"identity":"29ef1796-8ca6-46d4-a886-69eb18dffa67","added_by":"auto","created_at":"2025-03-24 09:21:28","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":12646,"visible":true,"origin":"","legend":"\u003cp\u003e\u003cstrong\u003eInteractive effect of OC and PEI on EGB\u003c/strong\u003e\u003c/p\u003e","description":"","filename":"2.png","url":"https://assets-eu.researchsquare.com/files/rs-6199848/v1/10a429e0f1aa83ef14023846.png"},{"id":79086362,"identity":"c1b56a00-0bd5-42c7-bfe8-eec534417b7c","added_by":"auto","created_at":"2025-03-24 09:21:28","extension":"png","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":15046,"visible":true,"origin":"","legend":"\u003cp\u003e\u003cstrong\u003eInteractive effect of SBLM and PEI on EGB\u003c/strong\u003e\u003c/p\u003e","description":"","filename":"3.png","url":"https://assets-eu.researchsquare.com/files/rs-6199848/v1/1fd72ea25bbd01c1735dd6ae.png"},{"id":79735428,"identity":"58cabcec-a298-4dbf-89a7-8a7d319bde9e","added_by":"auto","created_at":"2025-04-02 06:55:02","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":986202,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-6199848/v1/4da8546f-87d8-4e84-b13e-4496a0801de4.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Research on the Impact and Mechanism of Supervisor Bottom-Line Mentality on Employee Green Behaviors","fulltext":[{"header":"Introduction","content":"\u003cp\u003eWith the acceleration of global industrialization, environmental issues have garnered significant attention. In the face of these challenges, enterprises are beginning to focus not only on economic benefits but also on environmental benefits while pursuing economic gains. Employees, as the most important stakeholders in a company\u0026apos;s production and operations, play a crucial role in enhancing the organization\u0026apos;s environmental performance through their green behaviors. Consequently, employee green behavior has increasingly attracted attention and emphasis in academic circles. Employee Green Behavior（EGB）\u0026nbsp;refers to actions within the work environment that contribute to environmental sustainability, such as conserving energy, reducing emissions, and engaging in waste sorting(Zou Yanchun et al,2024).For most employees, green behavior is considered an extra-role behavior; it is neither explicitly stipulated in job descriptions nor regulated or rewarded by supervisors(Liu Rongzhi et al,2024).Enterprises find it difficult to mandate employees to exhibit green behaviors in the workplace. Only by translating management into specific work practices can employees\u0026apos; green behaviors be effectively stimulated(Muhammad et al,2023), which poses higher demands on supervisors. Therefore, how supervisors influence employees\u0026apos; green behaviors is particularly important for promoting corporate environmental management and achieving sustainable development.\u003c/p\u003e\n\u003cp\u003eBased on the motivations behind employees\u0026apos; green behaviors, they can be broadly categorized into two types: task-oriented green behaviors and voluntary green behaviors. The former refers to green behaviors executed within the context of employees\u0026apos; required job responsibilities, while the latter involves green behaviors that employees voluntarily undertake outside the scope of organizational regulations(Norton et al,2015).Previous studies primarily explore the factors influencing employees\u0026apos; green behaviors, which can generally be divided into two aspects.On one hand, psychological and social perceptual factors influence employees\u0026apos; green behaviors,forexample:employees\u0026apos; spouses\u0026apos; green behaviors(Song Meng et al,2024), perceptions of corporate social responsibility(Liu Rongzhi et al,2024), employees\u0026apos; sense of environmental responsibility(Lu Hui et al,2023), green mindfulness(Aghaei et al,2024) and so on; On the other hand,eadership factors, particularly leadership styles, also affect employees\u0026apos; green behaviors. such as green service-oriented leadership(Muhammad et al,2023), green transformational leadership(Zou Yanchun et al,2024), ethical leadership(Hameed et al,2022), and paternalistic leadership(Mi L et al,2024) etc.However, in the current complex and rapidly changing business environment, supervisors\u0026apos; bottom-line mentality has become a commonly adopted thinking pattern among leaders. When facing intense market competition and continuously changing external environments, supervisors often tend to focus on short-term goals, especially in terms of finances and profits, to ensure the survival and development of the enterprise. This has led them to adopt a bottom-line mentality(Liu Longjun et al,2024).In the context of global economic transformation, enterprises must regard environmental responsibility as a key objective and incorporate it into their overall development strategies. If leaders focus solely on financial goals while neglecting other strategic objectives, this way of thinking contradicts the sustainability and comprehensive planning concepts advocated in current global economic development. therefore, studying the impact and mechanisms of supervisors\u0026apos; bottom-line mentality on employees\u0026apos; green behaviors is of practical significance.\u003c/p\u003e\n\u003cp\u003eThis study explores the impact of supervisors\u0026apos; bottom-line mentality on employees\u0026apos; levels of green behavior, as well as the mechanisms by which variables such as organizational commitment and employees\u0026apos; pro-environmental intentions influence employees\u0026apos; green behaviors. The purpose is to answer the following questions: (1) How does supervisors\u0026apos; bottom-line mentality affect employees\u0026apos; voluntary green behaviors and the psychological mechanisms based on organizational commitment? (2) How do employees\u0026apos; pro-environmental intentions moderate employees\u0026apos; voluntary green behaviors? This not only helps enrich the research on employees\u0026apos; green behaviors, organizational commitment, and pro-environmental intentions but also benefits enterprises by highlighting the negative impacts of supervisors\u0026apos; bottom-line mentality, providing references for corporate practices.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSupervisors\u0026apos; Bottom-Line Mentality and Employee Green Behaviors\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003ebottom-line mentality (BLM) refers to a thinking model in which, in order to ensure bottom-line results (BL), other competitive factors of the organization are neglected(Greenbaum et al,2012).Among them, bottom-line results usually refer to \u0026quot;organizational profits and other financial outcomes\u0026quot;(Guo Linyi et al,2021).Existing studies have shown that bottom-line mentality can be adopted by anyone within an organization, but the vast majority of bottom-line mentality research has been applied to leadership positions (senior management and supervisory roles), specifically supervisors\u0026apos; bottom-line mentality(Greenbaum et al,2023).\u003c/p\u003e\n\u003cp\u003eSupervisors who hold a bottom-line mentality believe that their responsibility is to create profits for the organization at all costs, rather than to pursue non-financial objectives. This way of thinking may lead to a reduction in employees\u0026apos; voluntary green behaviors. Firstly, based on social learning theory, employees tend to imitate managers\u0026apos; behaviors and thinking patterns to form their own behavioral norms(Mawritz et al,2012).Leaders who adopt a bottom-line mentality cause employees to follow and learn, thereby transforming the leaders\u0026apos; bottom-line mentality into employees\u0026apos; bottom-line mentality, creating a top-down imitation trend. This will further lead employees to focus on financial indicators and short-term performance, thereby neglecting long-term environmental sustainability goals. Employees may believe that unless environmental behaviors are directly linked to financial gains, these behaviors will not be valued by the organization;Secondly, based on the theory of planned behavior, individual behavior is influenced by subjective behavioral norms(Ajzen,1991).Subjective norms refer to the influence of the surrounding environment and other individuals on an individual, involving the social pressure perceived by the individual when deciding to perform a specific behavior(Liang Xi et al,2024).When supervisors clearly convey a high emphasis on short-term performance and financial goals through bottom-line mentality, employees may believe that their behaviors should align more with these \u0026quot;bottom-line goals\u0026quot; rather than supporting green behaviors. This situation may weaken employees\u0026apos; intentions to engage in green behaviors and reduce their enthusiasm for participating in environmental protection activities. Based on the above discussion,we hypothesize:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 1:\u003c/strong\u003e Supervisors\u0026apos; bottom-line mentality negatively affects employees\u0026apos; voluntary green behaviors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe Mediating Role of Organizational Commitment\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eBecker(Becker,1960) points out that organizational commitment(OC) is a psychological phenomenon where employees feel compelled to remain in the organization as their investment in the organization increases. In the organization, such investment can refer to all valuable things, such as benefits, energy, and skills that have been acquired and can only be used within a specific organization.Meyer (Meyer et al,1991)further point out that organizational commitment refers to employees\u0026apos; psychological attachment to the organization and includes three dimensions: affective commitment, continuance commitment, and normative commitment. Affective commitment refers to employees\u0026apos; emotional attachment, identification, and involvement with the organization; Continuance commitment refers to employees maintaining their employment relationship based on their perception of the costs associated with leaving the organization and the necessity to remain with the organization; Normative commitment refers to employees\u0026apos; sense of obligation to the organization.\u003c/p\u003e\n\u003cp\u003eThe leader\u0026apos;s bottom-line mentality can reduce employees\u0026apos; organizational commitment in two ways. First, a manager\u0026apos;s care and support for subordinates positively contribute to employees\u0026apos; organizational commitment(Agarwal et al,1999), as seen in leadership styles like paternalistic leadership(Erben et al,2008), servant leadership(Newman et al,2014), and transformational leadership(Avolio et al,2004). Organizational commitment emphasizes employees\u0026apos; sense of responsibility, recognition, and loyalty to the organization(Wei Feng et al,2020). Leaders with a bottom-line mentality tend to focus on bottom-line results and may disregard other factors (such as employee well-being, ethics, etc.) in order to achieve their goals(Mesdaghinia et al,2019). This mindset has a gradual and profound erosive effect on emotional commitment. In a work environment that prioritizes results while neglecting employees\u0026apos; legitimate needs, employees may face heavier work pressures. The accumulation of such pressure can weaken employees\u0026apos; emotional connection to the organization, leading to indifference. Therefore, leaders who adopt a bottom-line mentality may cause a decline in employees\u0026apos; organizational commitment.Secondly, a leader\u0026apos;s bottom-line mentality can reduce employees\u0026apos; organizational commitment by increasing work-family conflict(Quade et al,2022). In an environment that emphasizes work efficiency and outcomes, leaders with a bottom-line mentality often overlook employees\u0026apos; life needs. Through practices such as overtime culture and rigid work hours, they directly encroach on employees\u0026apos; personal time. This invasion of employees\u0026apos; time not only leads to work-life conflict but also exacerbates employees\u0026apos; psychological stress and physical fatigue. As employees invest more time in their work, the lack of personal time becomes inevitable. This \u0026quot;time poverty\u0026quot; can lead to a perception of organizational exploitation, which further lowers organizational commitment(Zhang Rui et al,2023). Moreover, when employees are unable to balance work and family due to work pressure, they may develop resentment and dissatisfaction towards the organization. These negative emotions will further weaken their organizational commitment.\u003c/p\u003e\n\u003cp\u003eOrganizational commitment plays a key role in promoting employees\u0026apos; green behaviors, primarily by strengthening the reciprocal relationship between employees and the organization. According to social exchange theory, when employees perceive high levels of commitment and support from the organization, they develop a willingness to reciprocate(Li Zhigang et al,2024), thereby enhancing mutual trust and cooperation. This reciprocal relationship not only increases employees\u0026apos; sense of belonging and loyalty but also motivates them to take proactive actions in the interest of the organization. In this context, employees are more likely to engage in and advocate for green behaviors, such as energy conservation, waste sorting, and the implementation of environmental protection initiatives, as a positive response to organizational commitment. Furthermore, organizational commitment not only strengthens employees\u0026apos; emotional attachment but also motivates them to engage in extra-role behaviors(Zhu Fei et al,2020). Employees\u0026apos; voluntary green behaviors, as autonomous actions, typically manifest as voluntary environmental measures taken on behalf of the organization. Therefore, the higher the employees\u0026apos; organizational commitment, the more likely they are to proactively engage in green behaviors; conversely, employees with lower organizational commitment are less likely to participate in such behaviors. Based on this, this study suggests that a leader\u0026apos;s bottom-line mentality negatively affects employees\u0026apos; organizational commitment, thereby reducing their green behaviors. In conclusion, this paper proposes the following hypothesis:\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 2:\u0026nbsp;\u003c/strong\u003eLeaders\u0026apos; bottom-line mentality will negatively affect employees\u0026apos; organizational commitment. \u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 3:\u0026nbsp;\u003c/strong\u003eEmployees\u0026apos; organizational commitment will positively promote voluntary green behavior. \u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 4:\u003c/strong\u003e Organizational commitment mediates the relationship between leaders\u0026apos; bottom-line mentality and employees\u0026apos; voluntary green behavior. \u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe Moderating Effect of Pro-Environmental Intention.\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003ePro-environmental intention(PEI) measures the extent to which an individual is willing to take actions that benefit the environment(Kautish et al,2019). Essentially, it reflects an individual\u0026apos;s attitude toward the environment. Individuals with a higher pro-environmental intention demonstrate a stronger awareness of environmental protection and have a deeper understanding of implementing effective environmental protection measures.\u003c/p\u003e\n\u003cp\u003ePro-environmental intention enhances the positive effect of organizational commitment on green behavior. Based on social exchange theory(Li Zhigang et al,2024), when employees have a higher level of organizational commitment, they are more likely to perceive themselves as part of the organization and believe that the organization\u0026apos;s success is closely linked to their personal fate. As a result, they are more likely to engage in green behavior to contribute to the organization\u0026rsquo;s sustainable development. However, employees\u0026apos; pro-environmental intention plays a moderating role in this process. When employees possess a high level of pro-environmental intention, they not only align their personal interests with the organization\u0026apos;s goals but also view environmental protection as a personal responsibility. Therefore, high pro-environmental intention further strengthens the effect of organizational commitment on green behavior. In contrast, when employees have low pro-environmental intention, although they may have a strong sense of belonging and identify with the organization\u0026rsquo;s goals, their likelihood of engaging in green behavior is relatively low due to a lack of sufficient environmental awareness or responsibility. In this case, the impact of employees\u0026apos; sense of belonging on promoting green behavior may be limited. At this point, employees are more likely to view green behavior as part of their contribution to the organization and, as a result, may become more actively involved in and drive the organization\u0026rsquo;s environmental sustainability efforts.\u003c/p\u003e\n\u003cp\u003ePro-environmental intention weakens the inhibitory effect of a leader\u0026rsquo;s bottom-line mentality on green behavior. Leaders with a bottom-line mentality primarily focus on financial goals, such as profits and cash flow, potentially neglecting other factors, which can hinder the spontaneous engagement of employees in green behavior. However, when employees possess a high level of pro-environmental intention, their environmental motivations and behavioral tendencies can somewhat offset the negative impact of the leader\u0026rsquo;s bottom-line mentality. This is because employees with high pro-environmental intention not only perceive the environmental protection measures implemented at the workplace as beneficial to the organization but, more importantly, as having direct benefits for the environment itself. Therefore, such employees are more willing to actively engage in green behavior. In contrast, employees with low pro-environmental intention often rely on external incentives and clear organizational directives for green behavior. However, leaders with a bottom-line mentality usually focus more on performance and outcomes, often neglecting or failing to actively encourage employees to engage in green behavior. In this situation, employees with low pro-environmental intention are less likely to implement green behavior due to a lack of intrinsic environmental motivation and insufficient leadership support or incentives.Based on the above, this paper proposes the following hypotheses: \u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 5:\u003c/strong\u003e Pro-environmental intention positively moderates the relationship between employees\u0026apos; organizational commitment and voluntary green behavior. \u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eHypothesis 6:\u003c/strong\u003e Pro-environmental intention negatively moderates the relationship between leaders\u0026apos; bottom-line mentality and employees\u0026apos; voluntary green behavior.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSample and Procedure\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTo ensure the anonymity of the survey process and the authenticity of the data, a completely anonymous online questionnaire was used, employing well-established and published survey items. The survey targeted professionals from various industries and was distributed widely through public platforms such as Credamo. A total of 342 questionnaires were collected, with 320 valid responses after screening, resulting in a validity rate of 93.6%.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMeasure\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTo ensure the reliability and validity of the questionnaire, the measures for leadership bottom-line mentality, organizational commitment, employees\u0026apos; voluntary green behavior, and pro-environmental intention in this study were selected from widely used, established scales. All items used a 5-point Likert scale, where 1 represents \u0026quot;strongly disagree\u0026quot; and 5 represents \u0026quot;strongly agree.\u0026quot;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSupervisors\u0026apos; Bottom-Line Mentality:\u003c/strong\u003eThe scale was adapted from Greenbaum et al(2012), consisting of 4 items, such as: \u0026quot;My leader cares more about profits than employee well-being.\u0026quot; The Cronbach\u0026apos;s \u0026alpha; for this scale in the present study was 0.859.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eOrganizational Commitment:\u003c/strong\u003e The scale was adapted from Gamble et al(2008), consisting of 3 items, such as: \u0026quot;I feel proud to work at this company.\u0026quot; The Cronbach\u0026apos;s \u0026alpha; for this scale in the present study was 0.823.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEmployees\u0026apos; Voluntary Green Behavior:\u003c/strong\u003eThe scale was adapted from Julian et al(2013), consisting of 6 items, such as: \u0026quot;I bring reusable utensils to work (e.g., reusable containers, reusable cutlery).\u0026quot; The Cronbach\u0026apos;s \u0026alpha; for this scale in the present study was 0.906.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003ePro-environmental Intention:\u003c/strong\u003eThe scale was adapted from Kautish et al(2019), consisting of 6 items, such as: \u0026quot;I am willing to take measures to control the environmentally harmful activities I engage in.\u0026quot; The Cronbach\u0026apos;s \u0026alpha; for this scale in the present study was 0.883.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eControl Variables:\u003c/strong\u003eThis study included conventional demographic variables, such as gender, age, and education level, as control variables.\u003c/p\u003e"},{"header":"Study results","content":"\u003cp\u003e\u003cstrong\u003eCommon Method Bias\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTo ensure the reliability of the results and reduce the impact of common method bias, this study employed Harman\u0026apos;s single-factor test, which involves conducting a factor analysis with rotation on all variable items. The results of the test indicated that four factors were extracted, with the first factor accounting for 21.474% of the variance. This percentage is lower than 40%, and it does not reach half of the total variance explained (68.299%).\u003c/p\u003e\n\u003cp\u003eAdditionally, a common method factor was added to the model for further testing. The results showed no significant improvement in the fit indices when compared to the five-factor model. Specifically, the \u0026chi;\u0026sup2;/df ratio was 1.065, which is within the acceptable range of 1-3; CFI = 0.997, TLI = 0.996, and GFI = 0.959, all of which are above the critical value of 0.9; RMSEA = 0.014 and RMR = 0.036, both of which are below the critical value of 0.05. These findings suggest that the inclusion of the common method factor did not lead to a significant improvement in model fit. Therefore, it can be concluded that there is no significant common method bias in this study.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConfirmatory Factor Analysis\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe results of the confirmatory factor analysis are presented in Table 1. The fit indices are as follows: \u0026chi;\u0026sup2;/df = 1.145, which is within the acceptable range of 1-3; IFI = 0.993, TLI = 0.992, and CFI = 0.993, all exceeding the recommended threshold of 0.9; RMSEA = 0.021 and RMR = 0.043, both of which are below the recommended threshold of 0.05. These results indicate that there is no significant fit bias between the model and the data. Compared to other models, the four-factor model showed the best fit, outperforming the alternative models, suggesting that the research model has good structural validity.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 1 Results of Confirmatory Factor Analysis\u003c/strong\u003e\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"99%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 24px;\"\u003e\n \u003cp\u003eModel\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e\u0026chi;\u0026sup2;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 6px;\"\u003e\n \u003cp\u003edf\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e\u0026chi;\u0026sup2;/df\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003eIFI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003eTLI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003eCFI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003eRMSEA\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003eRMR\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 24px;\"\u003e\n \u003cp\u003eFour-factor model\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e176.218\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 6px;\"\u003e\n \u003cp\u003e146\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e1.145\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.993\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.992\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.993\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.021\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.043\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 24px;\"\u003e\n \u003cp\u003eThree-factor model\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e463.717\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 6px;\"\u003e\n \u003cp\u003e149\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e3.112\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.899\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.883\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.898\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.081\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.111\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 24px;\"\u003e\n \u003cp\u003eTwo-factor model\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e1029.512\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 6px;\"\u003e\n \u003cp\u003e151\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e6.818\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.718\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.679\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.716\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.135\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.145\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 24px;\"\u003e\n \u003cp\u003eOne-factor model\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 13px;\"\u003e\n \u003cp\u003e1413.647\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 6px;\"\u003e\n \u003cp\u003e152\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e9.3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.595\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.542\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.593\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.161\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 9px;\"\u003e\n \u003cp\u003e0.168\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cstrong\u003eNote:Four-factor model:\u003c/strong\u003e Leadership bottom-line mentality, organizational commitment, employees\u0026apos; voluntary green behavior, and pro-environmental intention as separate factors.\u003cstrong\u003eThree-factor model:\u0026nbsp;\u003c/strong\u003eOrganizational commitment and pro-environmental intention combined into one factor.\u003cstrong\u003eTwo-factor model:\u003c/strong\u003e Organizational commitment, pro-environmental intention, and employees\u0026apos; voluntary green behavior combined into one factor.\u003cstrong\u003eOne-factor model:\u0026nbsp;\u003c/strong\u003eAll variables combined into a single factor.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDescriptive Statistics and Correlation Analysis\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable 2 lists the mean, standard deviation, and correlation matrix for the study variables. The results show that the correlation coefficients between all variables are significant, and the relationships between the variables generally align with the theoretical expectations of the study. The analysis results are shown in Table 2.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 2:Descriptive statistics, reliability estimates, and study variableintercorrelations.\u003c/strong\u003e\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"99%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 21px;\"\u003e\n \u003cp\u003eVariable\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003eMean\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003eSD\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4px;\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 21px;\"\u003e\n \u003cp\u003eSBLM\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003e2.672\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003e1.044\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 21px;\"\u003e\n \u003cp\u003eOC\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003e3.313\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003e1.041\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e-0.367***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 21px;\"\u003e\n \u003cp\u003eEGB\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003e3.378\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003e1.032\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e-0.330***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e0.301***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 21px;\"\u003e\n \u003cp\u003ePEI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003e3.42\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 11px;\"\u003e\n \u003cp\u003e0.909\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 19px;\"\u003e\n \u003cp\u003e-0.321***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e0.316***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 16px;\"\u003e\n \u003cp\u003e0.299***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 4px;\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cstrong\u003eNote\u003c/strong\u003e:N=320；* p＜0.05，** p＜0.01，*** p＜0.001；\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMain Effects Test\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis study uses SPSS hierarchical regression to test both main effects and mediation effects, examining the relationship between SBLM and OC.\u003c/p\u003e\n\u003cp\u003eModel 1and Model 2 both use OC as the dependent variable. Model 1 includes only control variables, while Model 2 adds SBLM as the independent variable. The results, shown in Table 3, reveal that SBLM is significantly negatively correlated with OC (\u0026beta; = -0.357, P \u0026lt; 0.001). This indicates that the higher the leader\u0026rsquo;s focus on bottom-line objectives, the more likely they are to neglect other factors, which leads to a decrease in employees\u0026apos; organizational commitment. Thus, Hypothesis 2 is supported.\u003c/p\u003e\n\u003cp\u003eModel 3 and Model 4 both use EGB as the dependent variable. Model 3 includes only control variables, while Model 4 adds OC as the independent variable. The results show that OC is significantly positively correlated with EGB (\u0026beta; = 0.054, P \u0026lt; 0.001). This suggests that as employees\u0026apos; sense of belonging and responsibility to the organization increases, they are more likely to voluntarily engage in green behaviors beneficial to the organization. Therefore, Hypothesis 3 is supported.\u003c/p\u003e\n\u003cp\u003eModel 3 and Model 5 both use EGB as the dependent variable, with SBLM as the independent variable in Model 5. The results show that SBLM is significantly negatively correlated with EGB, meaning that leaders with a bottom-line mentality are likely to reduce employees\u0026apos; voluntary green behaviors. Thus, Hypothesis 1 is supported.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMediation Effect Test\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eBased on Model 5, Model 6 is created by adding the mediator variable OC. Compared to Model 5, in Model 6, the \u0026beta; value of SBLM changes from -0.324 to -0.248, which is still significant (P \u0026lt; 0.001). Meanwhile, the \u0026beta; value of OC is 0.212, and it is also significant (P \u0026lt; 0.001). Therefore, OC mediates the relationship between the independent variable SBLM and the dependent variable EGB. As a result, Hypothesis 3 is supported.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 3:Main Effect and Mediation Effect Hierarchical Regression Results\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u003cimg 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\"\u003e\u003c/strong\u003e\u003cbr\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eNote:N=320\u003c/strong\u003e\u003cstrong\u003e；\u003c/strong\u003e\u003cstrong\u003e*p\u003c/strong\u003e\u003cstrong\u003e＜\u003c/strong\u003e\u003cstrong\u003e0.05\u003c/strong\u003e\u003cstrong\u003e，\u003c/strong\u003e\u003cstrong\u003e**p\u003c/strong\u003e\u003cstrong\u003e＜\u003c/strong\u003e\u003cstrong\u003e0.01\u003c/strong\u003e\u003cstrong\u003e，\u003c/strong\u003e\u003cstrong\u003e***p\u003c/strong\u003e\u003cstrong\u003e＜\u003c/strong\u003e\u003cstrong\u003e0.001\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTo further verify the mediating effect of OC, this study used the Bootstrap resampling method to test both direct and mediating effects.In the perceived usefulness path, the indirect effect was -0.075, with a 95% confidence interval of [-0.122, -0.035], and this interval did not include the value 0, indicating statistical significance. Therefore, it can be concluded that OC significantly mediates the relationship in this path, supporting Hypothesis 4.\u003c/p\u003e\n\u003cp\u003eAdditionally, the effect value of the direct effect was -0.25, with a 95% confidence interval of [-0.359, -0.142], which also did not include 0, showing statistical significance. Thus, it can be concluded that SBLM weakens EGB, confirming Hypothesis 1.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eModerating Effect Test\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTable 4 presents the results of the regression analysis for the moderating effect of OC.Model 7 includes only the control variables and the dependent variable, EGB. Model 8 builds on Model 7 by adding the independent variable OC and the moderating variable PEI. Model 9 further adds the interaction term between OC and PEI. The results show that the interaction term has a coefficient of 0.110, and it is significant (p \u0026lt; 0.05). Additionally, compared to Model 8, Model 9 shows a significant improvement in explained variance (∆R\u0026sup2; = 0.011, p \u0026lt; 0.001). Therefore, Hypothesis 5 is supported, meaning PEI positively moderates the relationship between OC and EGB.\u003c/p\u003e\n\u003cp\u003eModel 10 builds on Model 7 by adding the independent variable SBLM and the moderating variable PEI. Model 11 further includes the interaction term SBLM * PEI. The results show that the interaction term has a coefficient of -0.144, and it is significant (p \u0026lt; 0.01). Moreover, compared to Model 10, Model 11 shows a significant improvement in explained variance (∆R\u0026sup2; = 0.020, p \u0026lt; 0.001). Therefore, Hypothesis 6 is supported, indicating that PEI negatively moderates the relationship between SBLM and EGB.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eTable 4:SPSS Moderation Effect Hierarchical Regression Analysis Results\u003c/strong\u003e\u003c/p\u003e\n\u003ctable border=\"0\" cellspacing=\"0\" cellpadding=\"0\" width=\"99%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd rowspan=\"2\" style=\"width: 20px;\"\u003e\n \u003cp\u003eVariable\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"5\" style=\"width: 79px;\"\u003e\n \u003cp\u003eEGB\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003eModel 7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003eModel 8\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003eModel 9\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003eModel 10\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003eModel 11\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003eGender\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.128\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.108\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.114\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.067\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.077\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003eAge\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.137\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.117\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.122\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.115\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.175\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003eHighest Education\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.048\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.097\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.096\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.084\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.091\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003eWork Experience\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e-.104\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e-.077\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e-.074\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e-0.071\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e-0.095\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003eOC\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.229***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e-.166\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003eSBLM\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e-0.254***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.252\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003ePEI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.239***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e-.148\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.229***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.600***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003eOC*PEI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.110*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003eSBLM*PEI\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e-0.144**\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003eR\u0026sup2;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.009\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.146\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.157\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.157\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.177\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 20px;\"\u003e\n \u003cp\u003e∆R\u0026sup2;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.009\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.137***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e.011***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.148***\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 15px;\"\u003e\n \u003cp\u003e0.020***\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cstrong\u003eNote:\u0026nbsp;\u003c/strong\u003eN=320；*p＜0.05，**p＜0.01，***p＜0.001\u003c/p\u003e\n\u003cp\u003eTo further validate the moderating effect of PEI, this study used the Bootstrap resampling method for testing.Under low PEI, the 95% confidence interval [-0.064, 0.266] includes 0, indicating no significant effect. However, under high PEI, the effect size is larger (0.319), and the 95% confidence interval [0.180, 0.458] does not include 0. This indicates that PEI positively moderates the relationship between OC and EGB, confirming Hypothesis 5.\u003c/p\u003e\n\u003cp\u003eUnder low PEI, the 95% confidence interval [-0.253, 0.057] includes 0, indicating no significant effect. However, under high PEI, the effect size is smaller (-0.383), and the 95% confidence interval [-0.525, -0.242] does not include 0. This indicates that PEI negatively moderates the relationship between SBLM and EGB, confirming Hypothesis 6.\u003c/p\u003e\n\u003cp\u003eTo further clarify the moderating effect, this study also presents simple slope graphs at different levels of PEI, as shown in Figure 2. The relationship between OC and EGB varies linearly at different levels of PEI. The higher the level of PEI, the steeper the slope of the line, further supporting that PEI positively moderates the relationship between OC and EGB, providing empirical support for Hypothesis 5.\u003c/p\u003e\n\u003cp\u003eAs shown in Figure 3, the relationship between SBLM and EGB varies linearly at different levels of PEI. The higher the level of PEI, the flatter the slope of the line, further supporting that PEI negatively moderates the relationship between SBLM and EGB, providing empirical support for Hypothesis 6.\u003c/p\u003e"},{"header":"Research Conclusion","content":"\u003cp\u003eEmployees' green behaviors play a crucial role in corporate environmental management and the implementation of sustainable development strategies. This study used employees from multiple industries as subjects, employed SPSS for empirical analysis, and explored the weakening effect of leadership bottom-line mentality on employees' green behavior. Additionally, it examined the mediating role of organizational commitment and the moderating effect of pro-environmental willingness. The research conclusions are as follows:\u003c/p\u003e\n\u003cp\u003eFirst, leadership's bottom-line mentality has a weakening effect on employees' voluntary green behavior. This means that when such a mindset dominates in an organization, employees may believe that the organization does not care about environmental protection. They might feel that environmental actions will not be recognized or supported in the pursuit of financial goals. As a result, employees may focus more on tasks directly related to financial performance rather than engaging in green behaviors that contribute to the organization's environmental image and practices.\u003c/p\u003e\n\u003cp\u003eSecond, leadership’s bottom-line mentality weakens employees' organizational commitment, which in turn reduces their voluntary green behavior. Organizational commitment reflects the emotional bond between employees and the organization and is an important indicator of employee loyalty and sense of belonging. Leaders with a bottom-line mentality overly emphasize financial metrics such as profits and cash flow, neglecting other important organizational goals like employees' personal development, improving the work environment, and enhancing employee welfare. When employees feel neglected and unable to gain the attention and support they deserve in the organization, their sense of belonging, identification, and loyalty to the organization gradually diminishes. This accumulation of negative emotions eventually leads to a reduction in organizational commitment. A decrease in organizational commitment may cause employees to feel that the organization cannot meet their psychological expectations, leading them to reduce their input in return mechanisms and lower their \"extra efforts\" for the organization. Green behavior typically does not directly impact employees' personal benefits or performance evaluations and relies more on intrinsic motivation. When organizational commitment declines, employees lose their internal motivation to engage in green behaviors. This ultimately results in a decrease in green behavior in the workplace.\u003c/p\u003e\n\u003cp\u003eFinally, employees' pro-environmental willingness plays a positive moderating role between organizational commitment and voluntary green behavior, while also playing a negative moderating role between leadership's bottom-line mentality and voluntary green behavior. This suggests that pro-environmental willingness can enhance the effects of positive driving factors while weakening the effects of negative influencing factors. Individual behavior is highly influenced by values. Specifically, although leaders focus on financial goals, which weakens employees' organizational commitment, employees who hold more positive attitudes toward environmental protection may still engage in green behaviors based on environmental protection motives.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eManagement Implications\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe Impact of Leadership Bottom-Line Mentality on Employees’ Organizational Commitment and Green Behavior .The study found that leadership’s bottom-line mentality leads to a reduction in employees' organizational commitment, which in turn results in decreased voluntary green behavior. This important finding suggests that it is detrimental for leaders to focus solely on financial goals such as profit or cash flow while neglecting employees' welfare and related benefits. Additionally, a reduction in employees' sense of belonging to the organization may ultimately lower their work engagement(Fan Liming et al,2022) and even lead to turnover(Gan Jinyu,2018). Therefore, leaders should ensure that, while pursuing \"bottom-line goals,\" they also attend to the needs of their subordinates and understand employees' emotional and mental states. When designing performance evaluation systems, organizations should include green behaviors and employee development as key performance indicators (KPIs), granting them equal importance as financial goals. Tools like the Balanced Scorecard should be used to create clear evaluation standards for objectives across different dimensions. At the same time, reward systems should be adjusted to ensure that rewards for leadership are not solely tied to performance results but also encompass support for green behavior and improvement of employees' well-being. During annual review meetings, leaders who excel in balancing bottom-line and green behavior goals should be publicly recognized as role models.\u003c/p\u003e\n\u003cp\u003eThe Role of Pro-Environmental Willingness in Enhancing Green Behavior .The study found a significant moderating effect of employees’ pro-environmental willingness. This phenomenon suggests that employees' attention to environmental issues can drive them to proactively engage in more environmentally friendly behaviors in the workplace, even when the leadership is indifferent to such behaviors. First, organizations should enhance the promotion of environmental protection's importance. Regular environmental protection training or activities should be conducted to raise employees' awareness and strengthen their pro-environmental willingness. For example, organizations can establish green behavior guidelines or set up \"Green Pioneer\" awards to encourage employees to embrace and practice environmental protection values. Second, organizations should actively build a green organizational culture and promote green practices. They should clearly express their commitment to sustainability and integrate environmental protection concepts into the corporate culture to enhance employees' identification with environmental goals. Management can set an example by practicing environmental protection principles, such as reducing office resource waste or advocating for paperless offices. Furthermore, organizations can enhance employees’ pro-environmental willingness through green initiatives such as tree planting, garbage cleaning, or energy-saving competitions. These activities can increase employees' sense of participation and responsibility for environmental protection.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFuture Research Directions\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eEmployee voluntary green behavior refers to actions taken by employees without external rewards or coercion, similar to organizational citizenship behavior. Thus, voluntary green behavior can be considered a form of organizational citizenship behavior. However, the antecedents of organizational citizenship behavior also include organizational support(Liu Shengwen et al,2024) and work autonomy(Wang Guangqiang,2024). This study only used organizational commitment as a mediating variable, so future research could consider the impact of multiple mediating variables. Furthermore, employee green behavior is influenced by multiple factors and occurs within the organization. While this study focused on individual-level factors, with organizational commitment as a mediating variable and pro-environmental willingness as a moderating variable, it did not address team or organizational-level factors. Future research could take a broader perspective to further explore this topic, considering the influence of team dynamics, organizational culture, and external environmental factors on employee green behavior.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eFunding information\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe research leading to these results received funding from Science and Technology Department of Gansu Province under Grant Agreement No: 24RZA173.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData availability\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe author confirms that all data generated or analysed duringthis study are included in this published article. Furthermore,primary and secondary sources and data supporting the findings of this study were all publicly available at the time of submission.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInformed consent statemen\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eInformed consent was obtained from all participants involved in this study. Participants were fully informed about the purpose, procedures, potential risks, and benefits of the research prior to their participation. They were also assured of their right to withdraw from the study at any time without any consequences.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConflict of interest statement\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe authors declare no conflicts of interest regarding the design, execution, or publication of this study. This research received no specific funding from any agency in the public, commercial, or not-for-profit sectors that could influence its outcomes.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEthical Statement\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis study utilized an anonymous questionnaire survey method to collect data. The research design ensures that no personally identifiable information is collected from participants, thereby minimizing ethical risks. Participation was voluntary, and respondents were informed of the purpose of the study and their right to withdraw at any time. Given the low ethical risk and the anonymous nature of the data collection, this study did not require formal ethical review or approval from an institutional review board.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n \u003cli\u003eAgarwal S, DeCarlo T E, Vyas S B. 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Finance and Economics Forum, (04), 91-101.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Supervisors' Bottom-Line Mentality, Employee Green Behaviors, Organizational Commitment, Pro-Environmental Intentions","lastPublishedDoi":"10.21203/rs.3.rs-6199848/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-6199848/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eIn the current context where global environmental issues are increasingly becoming the focus of public attention, shaping employees' environmental awareness and behaviors has become a key priority for organizational practices. This study employs an empirical analysis approach to explore how supervisors' bottom-line mentality influences employees' organizational commitment, thereby affecting their green behaviors, and examines the moderating role of employees' pro-environmental intentions. The research utilized an online questionnaire survey conducted among employees from multiple industries, collecting a total of 320 valid responses. The findings reveal that supervisors' bottom-line mentality not only directly negatively impacts employee green behaviors but also reduces these behaviors by lowering employees' organizational commitment. Additionally, the moderating effect of employees' pro-environmental intentions is significant. The study suggests that enterprises should pay attention to the negative impacts of supervisors' bottom-line mentality, cultivate employees' environmental awareness, enhance their willingness to protect the environment, foster green behaviors, and promote the sustainable development of the organization.\u003c/p\u003e","manuscriptTitle":"Research on the Impact and Mechanism of Supervisor Bottom-Line Mentality on Employee Green Behaviors","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-03-24 09:21:24","doi":"10.21203/rs.3.rs-6199848/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"327b518f-f1f1-436f-bfeb-e8e5d966d084","owner":[],"postedDate":"March 24th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2025-04-02T06:54:51+00:00","versionOfRecord":[],"versionCreatedAt":"2025-03-24 09:21:24","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-6199848","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-6199848","identity":"rs-6199848","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}