Where energy flows, passion grows: testing a moderated mediation model of work passion through a cross-cultural lens
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Where energy flows, passion grows: testing a moderated mediation model of work passion through a cross-cultural lens Qingxiong Weng 1 & Hirra Pervez Butt 1 & Shamika Almeida 2 & Bilal Ahmed 3 & Asfia Obaid 4 & Muhammad Burhan 5 & Hussain Tariq 4 Accepted: 11 September 2020 # Springer Science+Business Media, LLC, part of Springer Nature 2020
Abstract This study examines how and when passionate leaders can instigate work passion in their followers. We propose relational energy as a social interaction mediator that can facilitate the crossover of work passion from leader to followers. Additionally, we introduce a moderator of culture (Anglo culture, e.g., Canada vs. Confucian Asian culture, e.g., China) as it plays a vital role in the dynamics of interpersonal relations within a leader-follower dyad. We collected two-wave data from MBA students of two Confucian Asian countries (China and Singapore, n = 120) and two Anglo countries (Canada and Australia, n = 265) to test our moderated mediation model. The results show that interactions with passionate leaders can generate relational energy in followers and subsequently lead to followers’ passion for work. Furthermore, the findings shed light on the moderating effect of culture, such that the leader-follower work passion relationship via follower relational energy was stronger for followers from Anglo culture than the followers from Confucian Asian culture. Limitations of the study and directions for future research are discussed. Keywords Work passion . Relational energy . Culture (Anglo culture vs. Confucian Asian culture) . Leader-follower relationship . Crossover theory
Introduction
“The world will belong to passionate, driven leaders… people who not only have enormous amounts of energy but who can energize those whom they lead.” – Jack Welch (Former GE CEO).
Hiring individuals who value their work, who are keen learners and dedicated towards their work, i.e., passionate employees is critical to the organizational agility, success and market leadership. Contemporary organizations increasingly emphasize the pursuit of passion: companies shape their hiring practices to focus on passion, develop procedures to help their employees attain higher levels passion, and fire employees who are no longer passionate about their work (Duckworth, 2016; Wolf et al., 2016). Work passion is defined as an enduring, positive, internalized state of contentment resulting
* Hussain Tariq [email protected]; [email protected]
Muhammad Burhan [email protected]
Qingxiong Weng [email protected]
1
School of Management, University of Science and Technology of China, 96 Jinzhai Road, Hefei 230026, Anhui, China
Hirra Pervez Butt [email protected]; [email protected]
2
School of Management & Marketing, University of Wollongong, Wollongong, Australia
Shamika Almeida [email protected]
3
School of Management, University of Central Punjab, Lahore, Pakistan
Bilal Ahmed [email protected]
4
NUST Business School, National University of Sciences and
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