Satisfied with the Job, But Not with the Boss: Leaders’ Expressions of Gratitude and Pride Differentially Signal Leader Selfishness, Resulting in Differing Levels of Followers’ Satisfaction

Ritzenhöfer, Lisa; Brosi, Prisca; Spörrle, Matthias; Welpe, Isabell M.

doi:10.1007/s10551-017-3746-5

Cited by 33 publications

(59 citation statements)

References 91 publications

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“…Ritzenhöfer and colleagues provide the most direct logic and empirical evidence which supports our dependent variable, satisfaction with the leader [ 5 ]. Ritzenhöfer and colleagues’ study, discussed earlier, regarding gratitude supported linkages with both leader satisfaction and job satisfaction, showing that leader pride was negatively related to satisfaction with said leader, while gratitude (conceptualized somewhat as opposite to pride) was positively related to subordinate job satisfaction.…”

Section: Introductionmentioning

confidence: 79%

“…As the above quote from Ben Franklin alludes to, pride can be a powerful feeling and motivator, in one’s work life, or just generally. Housed in the category of the “self-conscious emotions” [ 2 ], historically, pride has been (and often is still) viewed negatively [ 2 , 3 , 4 ], as it seems to imply, and indeed reflects, some self-centeredness and even selfishness [ 5 ]. In fact, in a review of humility, Tangney [ 6 ] (p. 412) cited a 1998 Oxford English Dictionary definition which contrasted humility with “pride or haughtiness,” thus equating the two.…”

Section: Introductionmentioning

confidence: 99%

“…In a related study, Ritzenhöfer and colleagues examined leader expressions of pride and the effects on followers [ 5 ]. However, in their study, they collapsed expressions and verbal descriptions of hubristic and authentic pride labeling the combination “self-referential” pride.…”

Section: Introductionmentioning

confidence: 99%

“…For example, recent meta-analyses confirm the importance of leader emotional intelligence on subordinates’ satisfaction [ 25 ], leader behaviors (consideration and initiating structure) on the job satisfaction of nurse faculty [ 26 ], and ethical leadership on job satisfaction [ 27 ]. Two articles reviewed above [ 3 , 5 ] suggested that employee job satisfaction is or should also be an outcome from authentic pride of leaders. While not the same thing, task satisfaction has long been considered one of the primary sub-dimensions of job satisfaction [ 28 ] and should thus be an expected outcome as well, perhaps even more so than job satisfaction because it is more targeted and directly influenceable by a leader who should be able to provide resources and task expertise and feedback.…”

Section: Introductionmentioning

confidence: 99%

“…Above we discussed how authentic pride was related to prosocial behavior and expressions of gratitude [ 5 , 37 ]. In a group context, particularly, such prosocial, helpful behavior on the part of the leader should be associated with leader perceptions (as we argued above), and with general positive feelings about the group.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

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

Daus

Baumgartner

2020

IJERPH

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Studies of discrete pride in the workplace are both few and on the rise. We examined what has, to date, been unstudied, namely the impact that a leader’s expressions of authentic and hubristic pride can have on the followers at that moment, and on their attitudes regarding 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.

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Section: Introductionmentioning

confidence: 79%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

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

Daus

Baumgartner

2020

IJERPH

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Beyond emotion valence and arousal: A new focus on the target of leader emotion expression within leader–member dyads

Silard

Dasborough

2021

J Organ Behavior

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To date, most research on emotion and leadership in organizations has emphasized only one dimension of emotion, valence; and only some research has mentioned the emotion dimension of arousal. An organizing framework for making sense of the effects of leader emotions vis-à-vis the direction in which those emotions are targeted, however, has yet to be developed. To address this shortcoming in the literature, we present a new theoretical framework to explore the impact of the target of leader emotion within leader-member dyads-when the emotion is targeting either the follower or the leader themselves. We theorize that leader emotions have disparate effects on followers in high-and low-quality leader-member relationships, depending on whether the emotions are directed externally toward followers or selfdirected toward the leader. Together, the valence, arousal, and target of the leaders' emotional expressions are signals that shape followers' emotions and, in turn, the subsequent quality of their leader-member exchange relationships.

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Appreciating social science research on gratitude: An integrative review for organizational scholarship on gratitude in the workplace

2022

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Though gratitude research in organizational behavior (OB) is nascent, this emotion has a rich history in the social sciences. Research has shown gratitude to promote prosocial behaviors, encourage personal well-being, and foster interpersonal relationships. However, gratitude research has been siloed among these three outcomes of gratitude (moral, wellness, and relational). Similarly, past reviews of gratitude have focused on only one group of outcomes, one of its forms (trait, state, or expressed), or empirical findings without emphasis on the theoretical underpinnings. In contrast, this review recognizes that each type of gratitude, its functions, and outcomes are part of a single process model of gratitude. As such, in the current review, we provide a comprehensive assessment of gratitude in the social sciences by distilling and organizing the literature per our process model of episodic gratitude. Then, we translate the insights for management scholars, highlighting possible differences and synergies between extant research and workplace gratitude thereby helping advance "gratitude science" in the workplace. In all, this review (a) examines definitions and operationalizations of gratitude and provides recommendations for organizational research; (b) proposes a process model of episodic workplace gratitude as a conceptual map to guide future OB research on gratitude; (c) reviews empirical gratitude research through the lens of our process model; and (d) discusses the current state of the literature, important differences for workplace gratitude, and future directions for organizational scholars.

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Satisfied with the Job, But Not with the Boss: Leaders’ Expressions of Gratitude and Pride Differentially Signal Leader Selfishness, Resulting in Differing Levels of Followers’ Satisfaction

Cited by 33 publications

References 91 publications

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

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

Beyond emotion valence and arousal: A new focus on the target of leader emotion expression within leader–member dyads

Appreciating social science research on gratitude: An integrative review for organizational scholarship on gratitude in the workplace

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