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  • Author or Editor: Mathew L. A. Hayward x
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Mathew L.A. Hayward, Dean A. Shepherd and Dale Griffin

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Mathew L. A. Hayward, Neal M. Ashkanasy and Robert A. Baron

Despite its importance in predicting employee performance and satisfaction, pride in work has to date been a neglected emotion in organizational studies. Part of this neglect is most likely because commentators differ as to whether pride has generally constructive or deleterious effects on work behavior and attitudes. In this chapter, we argue that these contrasting predictions can be resolved by distinguishing two unique types of pride: pride in an actor’s efforts (authentic pride) or unwarranted pride in own capabilities (hubristic pride). Based upon this distinction, we develop selective implications for employee performance. We also propose that emotional self-regulation processes can determine whether employees experience authentic pride or hubristic pride.