表达自豪感会使人显得能力不足

IF 3.4 2区 管理学 Q2 MANAGEMENT
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引用次数: 0

摘要

人们往往对自己的职业和个人成就感到非常满意。以往的研究表明,分享这些自豪感会增强人们对自身能力的印象。然而,过去的研究是在没有他人反应的情况下研究自豪感的,这与大多数工作场所和以绩效为导向的环境不同,在这些环境中,人们对类似的成就会有不同的反应。我认为,自豪感对一个人能力的影响取决于他人对类似成功的反应。具体来说,当其他人没有同样的自豪反应时,对成绩表示自豪就意味着能力较低。九项预先登记的研究支持这一预测。研究结果还显示,对某一成绩表示自豪表明该成绩接近于一个人的最高能力。这种对某人表现潜力的推断有助于解释为什么表达自豪感可能是能力较低的信号。总之,这项研究表明,自豪感并不是能力的无条件指标,而是取决于他人的情绪反应。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
When expressing pride makes people seem less competent

People often take great satisfaction in their professional and personal accomplishments. Previous research suggests that sharing these pride experiences enhances impressions of one’s competence. However, this past work has examined pride in contexts where others’ reactions were absent, unlike most workplaces and performance-oriented settings where diverse reactions to similar achievements occur. I argue that what pride signals about a person’s competence depends on how others respond to similar successes. Specifically, expressing pride in a performance signals lower competence when others do not share the same prideful reaction. Nine preregistered studies support this prediction. The results also showed that expressing pride in a performance indicates that the performance is close to one’s peak ability. This inference about someone’s performance potential helped explain why expressing pride can signal lower competence. Overall, this work shows that pride is not an unconditional indicator of competence but rather contingent on the emotional responses of others.

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来源期刊
CiteScore
8.90
自引率
4.30%
发文量
68
期刊介绍: Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior, organizational psychology, and human cognition, judgment, and decision-making. The journal features articles that present original empirical research, theory development, meta-analysis, and methodological advancements relevant to the substantive domains served by the journal. Topics covered by the journal include perception, cognition, judgment, attitudes, emotion, well-being, motivation, choice, and performance. We are interested in articles that investigate these topics as they pertain to individuals, dyads, groups, and other social collectives. For each topic, we place a premium on articles that make fundamental and substantial contributions to understanding psychological processes relevant to human attitudes, cognitions, and behavior in organizations. In order to be considered for publication in OBHDP a manuscript has to include the following: 1.Demonstrate an interesting behavioral/psychological phenomenon 2.Make a significant theoretical and empirical contribution to the existing literature 3.Identify and test the underlying psychological mechanism for the newly discovered behavioral/psychological phenomenon 4.Have practical implications in organizational context
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