My boss' passion matters as much as my own: The interpersonal dynamics of passion are a critical driver of performance evaluations

Companies often celebrate employees who successfully pursue their passion. Academic research suggests that these positive evaluations occur because of the passion percolating inside the employee. We propose that supervisors are also a key piece of this puzzle: Supervisors who are more successful in their own pursuit of passion place more value on passion in their performance evaluations. This produces an interpersonal dynamic whereby employees who are more successful in pursuing their passion may receive higher performance ratings when their supervisors are also more successful in pursuing their passion. We provide support for this core hypothesis across a crowdsourced study with a heterogeneous sample (N = 106 subordinate-supervisor dyads), a field study with a financial services company (N = 321 subordinate-supervisor dyads), and a laboratory experiment (N = 205) that offers both causal and mediating evidence. Crucially, we demonstrate that this interpersonal dynamic is specific to passion and does not apply to less observable motivations (intrinsic and extrinsic motivation). These results demonstrate that supervisors who successfully pursue their passion may overvalue passion relative to other valuable attributes, leading to potential bias. They also give a new perspective on managing upward: Employees may further their own careers by helping their supervisors pursue their passion.

Automated summary

Research shows that supervisors who successfully pursue their passion may overvalue passion in employee performance evaluations, leading to potential bias and offering new perspectives on managing upward for employees who help their supervisors pursue their passion.