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

Catherine S. Daus and Stephen R. Baumgartner
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Catherine S. Daus: Department of Psychology, School of Education and Health and Human Behavior, Southern Illinois University Edwardsville, Edwardsville, IL 62026-112, USA
Stephen R. Baumgartner: Department of Psychology, School of Education and Health and Human Behavior, Southern Illinois University Edwardsville, Edwardsville, IL 62026-112, USA

IJERPH, 2020, vol. 17, issue 19, 1-19

Abstract: 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.

Keywords: leadership; pride; authentic pride; hubristic pride; task satisfaction; group cohesion; leader satisfaction (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2020
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