Preprint Article Version 1 Preserved in Portico This version is not peer-reviewed

Ain’t too Proud to Beg! Effects of Leader’s Use of Pride on Groups

Version 1 : Received: 8 September 2020 / Approved: 10 September 2020 / Online: 10 September 2020 (07:46:40 CEST)

How to cite: Baumgartner, S.; Daus, C. Ain’t too Proud to Beg! Effects of Leader’s Use of Pride on Groups. Preprints 2020, 2020090226 (doi: 10.20944/preprints202009.0226.v1). Baumgartner, S.; Daus, C. Ain’t too Proud to Beg! Effects of Leader’s Use of Pride on Groups. Preprints 2020, 2020090226 (doi: 10.20944/preprints202009.0226.v1).

Abstract

Studies of discrete pride in the workplace are both few and on the rise. We examined what has, to date, been yet unstudied: the impact that a leader’s expressions of authentic and hubristic pride can have on the followers at that moment, and on their feelings about their task, leader, and group. Students working in groups building Lego structures rated their perceived leader regarding expressions of pride, both authentic and hubristic. Students who perceived the leader as expressing more authentic pride rated the task, group (satisfaction and cohesion), and leader more positively; while the reverse was generally true for perceptions of expressions of hubristic pride. We found these effects both at the individual level, and at the group level. We also predicted and found moderation for the type of task worked on, creative or detailed. Implications abound for leader emotional labor and emotion management.

Subject Areas

leadership; pride; authentic pride; hubristic pride; task satisfaction; group cohesion; leader satisfaction

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