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17
Passion for Work, Job Satisfaction,
and the Mediating Role of Belongingness
I S
Department of Health Management and Health Economics, University of Oslo *
J F
Université du Québec à Montréal, School of management science, Department of management **
F S
NTNU Social Sciences & Regional Centre for Child and Youth Mental Health and Child Welfare,
Trondheim, Norway ***
Abstract
e dualistic model of passion was investigated in a work context. is model
states that individuals may develop either a harmonious or obsessive pas-
sion for a valued activity. We hypothesized that harmonious passion for work
would be positively related to job satisfaction through higher perceptions of
belongingness at work. Results from a survey conducted with 278 Norwe-
gian employees showed that belongingness partly mediated the eect from
harmonious passion to job satisfaction. Obsessive passion was unrelated to
belongingness, and thus, no such mediation was evident for obsessive passion
on job satisfaction. ese ndings highlight the importance of harmonious
passion for work and the role of belongingness for overall work satisfaction.
Keywords: Harmonious and obsessive passion, self-determination theory,
psychological needs, job satisfaction, positive psychology.
* P.O. Box 1089, NO-0318 Oslo, Norway. Phone: (0047) 976 08146. E-mail: ivan.spehar@medisin.uio.no.
** C.P. 8888, Downtown station, Montréal (Québec) Canada, H3C 3P8. Phone: (514) 987‐3000 #3310. E‐mail:
forest.jacques@uqam.ca
*** Phone: 0047 90 55 47 46. E-mail: ode.stenseng@samfunn.ntnu.no
Passion, Job Satisfaction, and the Medi-
ating Role of Belongingness
Positive psychology has reached a strong
position in mainstream psychology
during the last decade (Snyder & Lopez,
2011). Research within the eld has focused
on optimal psychological functioning and the
sources for well-being. One theoretical model
associated with positive psychology, which
seeks to explain well-being outcomes from en-
gagement in specic activities, is the dualistic
model of passion (Vallerand et al, 2003; Val-
lerand, 2010). e model suggests that there
are two forms of passion for valued activities;
harmonious passion and obsessive passion.
A number of studies on passion and work-
related outcomes have been conducted (e.g.
Carbonneau et al., 2008), but lile is still known
with regard to how passion specically inu-
ences job satisfaction. Advancing knowledge
in this eld could help explain why some indi-
viduals are more satised with work than others.
Moreover, such research is needed to identify
18 Scandinavian Journal of Organizational Psychology 8 (1) | May 2016
the psychological processes which mediate the
eects of passion on job satisfaction. e scope
of the present study was to investigate the role
of belongingness (Baumesiter & Leary, 1995)
at work in the relationship between passion and
job satisfaction, which recently has been shown
to impact on how passion generates positive
emotions in sport activities (Stenseng, Forest,
& Curran, 2015).
e dualistic model of passion
Vallerand and colleagues (2003, 2006, 2007,
2008) have introduced a dualistic model of pas-
sion towards activities. Passion is dened as a
strong inclination towards an activity that an in-
dividual likes, considers important, and invests
considerable time and energy in. According to
the model, passionate activities are internalized
into the self, resulting in the activity becom-
ing part of the individual’s identity. Passion can
take two dierent forms, depending on how
the individual internalizes the activity. Harmo-
nious passion originates from an autonomous
internalization of the activity and involves the
performance of an activity in a self-determined
manner (Deci & Ryan, 2000; Vallerand et al.,
2003), in concordance with one’s personal val-
ues and goals. e passionate activity does not
take an overbearing place in the individual´s
identity and harmonizes with other aspects of
life. In contrast, obsessive passion is believed to
emerge from a controlled internalization of the
activity, where the individual experiences exter-
nal or internal pressure to perform the activity
(Vallerand et al., 2003) and the passionate activ-
ity takes an overbearing place in the person´s
identity.
Research on the dualistic model of passion
supports the conceptualizations of harmoni-
ous and obsessive passion. e Passion Scale
developed by Vallerand and colleagues (2003)
has been found to have high levels of internal
consistency, in addition to high external, discri-
minant, construct and predictive validity. Both
types of passion have also been found to corre-
late positively with time and energy investment
in activities, inclusion of the activity in the self
and activity valuation, including perceptions of
the activity as a passion. (For a more extensive
review, see Vallerand, 2015).
e Dualistic Model of Passion diers from
other motivational concepts, such as intrinsic
and extrinsic motivation (Ryan & Deci, 2000).
According to Vallerand and colleagues (2003),
intrinsically motivated activities are typically
not seen as being internalized into the person’s
identity. In addition, harmonious passion has
been found to predict changes in positive aect
over and above intrinsic and extrinsic motiva-
tion (Vallerand et al., 2003).
Passion and job satisfaction
e passion model has mostly been studied in
relation to sports and leisure activities, but the
model also lends itself well to a work context
(Vallerand and Houlfort, 2003). While the two
passion constructs appear to share some simi-
larities with other work-related concepts, such
as workaholism (Spence & Robbins, 1992) and
organizational commitment, a study by Houl-
fort and colleagues (2011) found that harmoni-
ous passion predicted the same outcomes over
and above the dierent dimensions of worka-
holism and organizational commitment. ese
ndings indicate that the passion model is a
valuable addition to the work engagement and
organizational literature as it can be empirically
dierentiated from related constructs. In addi-
tion, the passion construct appears more par-
simonious, as it simultaneously covers positive
and negative aspects related to work.
Carbonneau, Vallerand, Fernet and Guay
(2008) conducted a study of passion among
teachers, where passion and dierent work out-
comes were measured twice over a three-month
period. e authors found that harmonious
passion correlated positively with job satisfac-
tion three months later, whereas obsessive pas-
sion was uncorrelated with job satisfaction. e
authors also investigated the causal direction
between passion and job satisfaction. Harmo-
nious passion for work predicted job satisfac-
tion, whereas job satisfaction did not predict
either harmonious or obsessive passion. Relat-
edly, Lavigne, Forest and Crevier-Braud (2010)
conducted a longitudinal and a cross-sectional
study on the eects of passion in relation to
burnout. e results from both studies showed
that harmonious passion was related to high-
er levels of ow experiences, which appeared
to protect against the experience of burnout
symptoms. In a recent study by Houlfort and
colleagues (2014, study 2) obsessive passion
was positively related to turnover intentions
among teachers, while harmonious passion was
negatively related to turnover intentions. ese
ndings constitute a general paern, in which
harmonious and obsessive passion have been
19
Passion, belongingness, and job satisfaction
linked to dierent outcomes. For example, stud-
ies have shown that harmonious passion is re-
lated to positive emotions during and aer ac-
tivity engagement (Mageau & Vallerand, 2007;
Vallerand et al., 2007; Wang, Khoo, Liu, & Diva-
haran, 2008), while obsessive passion is related
to negative aect (Rousseau & Vallerand, 2008;
Vallerand et al., 2003; Vallerand et al., 2006) and
negative subjective well-being (Vallerand et al.,
2007). e laer form of passion has also been
related to negative emotions when the individ-
ual is prevented from performing the passionate
activity (Vallerand et al., 2003).
As apparent from the studies above, having
a passionate interest for work does not in itself
guarantee that the person will experience posi-
tive emotional outcomes at work. Carbonneau
and colleagues (2008) have explicitly requested
more research on the psychological processes
through which passion is linked to job satisfac-
tion. Increased knowledge about the factors
through which passion increases or restricts sat-
isfaction with work could aid employers in their
eorts to increase employees´ job motivation
and performance. is knowledge could also
benet the employee directly.
Job satisfaction, which is oen dened as “a
pleasurable or positive emotional state result-
ing from an appraisal of one´s job or job experi-
ences” (Locke, 1976, p. 1300), is considered to
be an important variable for both the individual
employee and the organization. Faragher, Cass
and Cooper (2005) performed a meta-analysis
of 485 studies on job satisfaction, nding sig-
nicant associations between job satisfaction
and good mental and physical health, including
high self-esteem, and lack of depression, anxi-
ety and burnout. Other researchers have found
that high and low job satisfaction can result in
positive and negative mood outside the work-
place, through a so-called spillover eect (Ilies,
Wilson & Wagner, 2009). In addition to health
related outcomes, job satisfaction has also been
shown to be among the strongest correlates of
job performance (Judge, oresen, Bono, &
Paon, 2001).
In light of the above, it seems relevant to
investigate the relationship between passion
and job satisfaction in more detail. Specically,
more knowledge is needed on why individuals
who are harmoniously or obsessively passionate
about their work dier in terms of experienced
satisfaction with work. One explanation could
be that the two forms of passion inuence the
quality of interpersonal relationships at work.
e mediational role of belongingness
Self-Determination eory (SDT) is a macro-
theory concerning human motivation and well-
being (Ryan & Deci, 2000). According to SDT,
humans are inherently directed towards activi-
ties that satisfy psychological needs (Deci &
Ryan, 2000), which in turn promotes optimal
psychological growth and well-being in vari-
ous aspects of life, including work. Baumeister
and Leary (1995) studied the literature on at-
tachment and social relations and concluded
that positive, social relations appear to be an
important factor for individuals´ health and
well-being; to the extent that humans appear
to have an innate and universal need for be-
longingness. Sheldon, Elliot, Kim and Kasser
(2001) have provided important support for
the notion that relatedness is a universal human
need. e authors studied psychological needs
among both American and South Korean stu-
dents, and found that relatedness was among
the highest rated needs. Belongingness has em-
pirically been shown to be conducive to optimal
psychological functioning (Ryan & Deci, 2000),
and a number of studies support the role of be-
longingness in facilitating positive emotions in
a variety of work seings. For example, Lynch,
Plant and Ryan (2005) found a signicant posi-
tive eect of belongingness on job satisfaction
among sta in a psychiatric hospital, while
Skaalvik and Skaalvik (2011) obtained similar
results among Norwegian teachers. ese nd-
ings reect a broader consensus that positive, se-
cure and reciprocal social bonds are conducive
to job satisfaction, while lack of social support is
detrimental to job satisfaction.
e theoretical foundation behind the pas-
sion model suggests that harmonious and ob-
sessive passion will have dierent eects on the
quality of interpersonal relationships. Harmo-
nious passion should promote closer and more
meaningful relationships through a more posi-
tive and autonomous engagement in the activ-
ity. Fredrickson´s (2001) broaden-and-build
theory suggests that positive emotions promote
a broadening of the mindset and the self, which
increases the perceived similarities with others
(Johnson & Fredrickson, 2005) and promotes
new and stronger social bonds. While someone
who is harmoniously passionate about an activ-
ity can choose to freely engage and disengage
from the activity, someone who is obsessively
passionate will feel compelled to engage in the
activity, causing them to ruminate or think about
20 Scandinavian Journal of Organizational Psychology 8 (1) | May 2016
the activity when not engaging in it (Ratelle et al.,
2004; Vallerand et al., 2003). e obsessive pas-
sion for work makes the activity hard to regulate
and dicult to incorporate with other aspects of
work, such as interpersonal relationships, as this
interferes with the passionate activity. is is re-
ected in empirical ndings in which obsessive
passion has been related to interpersonal and
life domain conicts (Séguin-Levesque et al.,
2003; Stenseng, 2008; Stenseng, Haugen, Tor-
stveit & Høigaard, 2015; Vallerand et al., 2008).
e present study
In the present study, we aimed at investigating
whether harmonious passion and obsessive
passion were dierently associated with job
satisfaction, and to what extent belongingness
would mediate the relationship between the
two forms of passion and job satisfaction. First,
since previous studies on passion have shown
that harmonious passion is linked to adaptive
psychological functioning and positive psycho-
logical outcomes, we expected harmonious pas-
sion to be more strongly and positively related
to job satisfaction compared to obsessive pas-
sion. Second, considering the broad consensus
that social support is conducive to job satisfac-
tion, we expected belongingness to aect job
satisfaction positively. ird, harmonious pas-
sion should promote closer and more meaning-
ful relationships through a more positive and
autonomous engagement in the activity, and
thereby be more positively related to belonging-
ness compared to obsessive passion. Finally, we
expected belongingness to mediate the eect
from harmonious passion onto job satisfaction,
through the positive eect that harmonious pas-
sion has on belongingness, and the laer´s ef-
fect on job satisfaction.
Methods
Participants
A total of 278 employees participated in the
study (51.7% men, 48.3% women). e sample
was mainly concentrated around the age groups
of 40 to 49 years (27.3 %) and 50 to 59 years
(29.9 %). Only 8.9 % of the respondents were
in the lowest age group, (20 to 29 years), while
14.4 % were in the highest age group (60 to
69 years). Average number of work hours was
reported to be around 38 to 45 hours a week
(40.6 %). e majority reported having mini-
mum 5 years of higher education from college
or university (55.4 %). e work titles that were
most frequently reported were consultant for
the rst company and researcher for the second
company.
Procedure
e present study was part of a larger study on
passion. Leers with information about the
study, including a link to our web-based ques-
tionnaire, were sent by e-mail to HR-executives
in dierent Norwegian companies. Two compa-
nies - one in the eld of insurance and the other
in research and education – chose to participate
in the study. e HR-executives sent an e-mail
to their employees, requesting them to par-
ticipate in the study. As they could not provide
information about the total number of employ-
ees that received the e-mails, we are unable to
determine an exact response rate. Based on the
total number of employees in the two organiza-
tions, a total response rate of about 40% is a fair
approximation. e employees were informed
about their anonymity and voluntary participa-
tion.
Measures
e Passion Scale. e Passion Scale is a 16-
item questionnaire developed by Vallerand
and colleagues (2003) to measure passionate
interest towards an activity. It consists of two
subscales measuring harmonious passion and
obsessive passion. e harmonious passion sub-
scale includes the statement: ”My work is in har-
mony with the other activities in my life”. e
obsessive passion subscale includes the state-
ment: “I have diculties controlling my urge to
do my work.” Respondents were asked to give
their responses on a seven point scale (1 = com-
pletely disagree; 7 = completely agree). Cronbach
alphas for harmonious passion and obsessive
passion were. 86 and .81, respectively.
Belongingness at Work. e relatedness
dimension of the Basic Psychological Needs
Scale (Baard, Deci, & Ryan, 2004) was used to
measure belongingness in the work seing. is
dimension consists of eight items, such as “I get
along with people at work”. Responses were
made on a seven point response scale ranging
from completely disagree (1) to completely agree
(7). Alpha for the construct was .79.
21
Passion, belongingness, and job satisfaction
Job Satisfaction Index. Job satisfaction
was measured by selecting six statements from
Brayeld and Rothe´s (1951) 19-item Job Sat-
isfaction Index, which was done to shorten the
questionnaire. is scale has oen been used
in similar short versions (Bono & Judge, 2003;
Judge, Bono & Locke, 2000; Ozer, 2008). One
of the included statements were: ”I am satised
with my job for the time being”. e respond-
ents were instructed to give their answers on a
1 (strongly disagree) to 5 (strongly agree) scale,
and alpha was .89.
Results
Preliminary analyses were conducted to inves-
tigate the frequency distributions of the scales.
Normality was assesses by kurtosis and skew-
ness tests. Both tests showed distributional nor-
mality for the variables used in the SEM analysis,
within the range of -.1.5 to +1.5. Means, stand-
ard deviations, and correlations between the
variables are reported in Table 1.
Path analyses were performed to assess the
meditational eect hypothesized in the intro-
duction. AMOS 16.0 was used to estimate path
coecients and model t indices. Due to the
large number of items in the model, we created
parcels for the passion construct and the be-
longingness construct by aggregating the item
with largest loading on a factor with the item
with the smallest loading (Lile, Cunningham,
Shahar, & Widaman, 2002). e data t the
measurement model well: NFI > .90, CFI > .95,
RMSEA > .08 (Hu & Bentler, 1999).
e main benet of path analyses is that the
relations between data become clearer than
when applying regression analyses, since the
former takes consideration of the residual vari-
ables and the interrelated correlations between
endogenous and exogenous variables (Kline,
1998). Harmonious passion and obsessive pas-
sion were dened as exogenous variables, while
belongingness and job satisfaction were dened
as endogenous variables. e belongingness
construct was placed as an intermediate variable
between passion and work satisfaction. is
made it possible to test for their mediational
impact on the eect from passion toward satis-
faction at work. Covariates were freed between
the passion dimensions and the belongingness
residuals. Initial t-tests showed some dierences
between the two companies with regard to the
endogenous variables. However, when con-
trolled for in our analyses, these dierences did
not signicantly aect the path analyses. Figure
1 shows the model and the results from the path
analysis, aer non-signicant path coecients
were removed. Fit indices showed that the mod-
Table 1. Mean Scores, Standard Deviations and Intercorrelations between the Study´s Variables
MSD 1. 2. 3. 4. 5. 6. 7. 8.
1. Age - - -
2. Gender - - .25** -
3. Work hours - - -.04 -.27** -
4. Education - - -.21** .11 .24** -
5. Harmonious P. 4.28 1.09 -.02 -.11 .30**. .11 -
6. Obsessive P. 2.52 1.07 .01 -.20** 48** .13* .28** -
7. Belongingness 5.63 0.85 .04 -.01 .08 -.12 .33** .02 -
8. Job sat. 4.10 0.77 .16** -.11 .17** -.11 .61** .18** .36** -
Note. Alpha coecients on the diagonal. Demographic variables were coded in categories. Gender was dummy
coded (0 = men, 1 = women). N= 257-278
* p = < .05. ** p = < .01
22 Scandinavian Journal of Organizational Psychology 8 (1) | May 2016
el had acceptable t with the data, χ² (df = 61)
= 147.71, CFI= .94, NFI = .90, RMSEA = .072.
Inspections of the direct eects in the model
showed that harmonious passion had a positive
eect on belongingness (β = .26, p < .001). Har-
monious passion also had a direct positive eect
on job satisfaction (β = .59, p < .001). Obsessive
passion, on the other hand, had no signicant
eects on the endogenous variables. Belonging-
ness had a signicant direct eect on job satis-
faction (β = .19, p = .002).
e mediational impact of belongingness at
work in the model was then tested (see Baron
& Kenny, 1986). Since the path analysis showed
that there was a direct eect of harmonious
passion towards job satisfaction beyond the
belongingness measure, only a partial medita-
tional role of belongingness could be obtained.
More specically, when the belongingness con-
struct was eliminated from the model, the direct
eect from passion towards job satisfaction was
.68 (p <. 001). When including belongingness
in the model the direct eect was substantially
reduced, thereby indicating partial mediation
from the intermediate variables in the model.
e indirect eect of belongingness at work on
the eect from harmonious passion and towards
job satisfaction was .17 (p < .05) at is, due to
the indirect (mediated) eect of belongingness
on job satisfaction, when belongingness goes up
by 1 standard deviation, job satisfaction goes up
by .17 standard deviations. is is in addition to
any direct (unmediated) eect in the model.
To further validate the results of the present
study, an alternative model was tested. In this
model, harmonious passion and obsessive pas-
sion were specied as the mediating variables
between belongingness and job satisfaction. Re-
sults of the path analysis revealed poor t of the
model to the data: χ² (df = 61) = 177.41, CFI =
.92, NFI = .88, RMSEA = .082, hence indicating
a worse model t than for the proposed model.
In sum, the path analyses showed that belong-
ingness at work has explanatory relevance in the
relationship between harmonious passion for
work and job satisfaction.
Discussion
Most ndings in the present study were in line
with the assumptions. First, and in accordance
with previous studies (Lavigne et al., 2010), we
found that harmonious passion was strongly re-
lated to job satisfaction. Second, experiencing
belongingness at work was related to higher job
Figure 1. Structural equation model involving passion, belongingness at work, and job satisfaction. Path values are
standardized regression coecients. Items constituting the passion and the emotion constructs are parcels. All
shown paths signicant on the .01-level. Non-signicant paths are omited from the gure.
23
Passion, belongingness, and job satisfaction
satisfaction. ird, while harmonious passion
was positively related to belongingness, obses-
sive passion was unrelated to this construct. It
seems to be a prerequisite to have a harmonious
passion towards one´s work in order to experi-
ence belongingness at work. Finally, experienc-
ing belongingness at work partially mediated
the eect from harmonious passion towards job
satisfaction. is shows that harmonious pas-
sion towards work is likely to facilitate a sense of
belongingness, thereby aecting job satisfaction
in a positive direction.
e passion-job satisfaction relationship
e present ndings have several implications
for the passion model when it is applied in a
work context. Harmonious passion and obses-
sive passion for work were positively correlated
in our study, as they also are in other studies on
passion (e.g. Forest, Mageau, Sarrazin & Morin,
2011; Philippe et al., 2010). As noted in our
introduction, passion is dened as a strong in-
clination towards an activity that the individual
likes, spends considerable time doing and expe-
riences as important. e positive correlation
between harmonious and obsessive passion re-
fers to the shared denition of passion. e dif-
ference in these two terms relates to whether an
activity is internalized in an autonomous or con-
trolled form into one´s identity. is explains
why the two types of passion can be correlated
positively while also being related to dierent
outcomes. What this study demonstrates, then,
is that simply being passionate about one´s
work does not guarantee positive emotional
outcomes at work. More specically, the way in
which the individual has internalized the activ-
ity inuences activity engagement in such a way
that it can be either benecial or detrimental
to the feeling of belongingness at work. And in
line with other studies, respondents in our study
who felt a stronger sense of belongingness were
more satised with work.
e mediating role of belongingness
In this study, belongingness was found to par-
tially mediate the harmonious passion- job sat-
isfaction relationship. Obsessive passion was
unrelated to belongingness and job satisfaction.
is is in line with the theoretical arguments pre-
sented earlier in the paper. Our ndings suggest
that passion could play a role in triggering the
broadening and narrowing processes related to
Fredrickson´s (2001) broaden-and-build the-
ory. Support for this notion can also be found
in a series of studies by Philippe and colleagues´
(2010), who looked at the connection between
passion and interpersonal relationships, based
on ratings by external observers. In one study,
basketball players who had higher levels of har-
monious passion scored higher on coaches’ rat-
ings of the players´ interpersonal closeness with
teammates. Another study showed similar re-
sults among students enrolled in a management
program. is suggests that individuals who are
harmoniously passionate about their work dis-
play overt positive behaviors towards their cow-
orkers, such as smiling more or initiating social
contact. When this behavior is reciprocated, it
improves their feeling of belongingness. While
the design of our study did not enable us to test
this hypothesis, it does oer a possible explana-
tion for why belongingness mediated part the ef-
fect of harmonious passion unto job satisfaction,
while not being related to obsessive passion.
While our study ndings conrmed our theo-
retical predictions, the generalizability of the
ndings could dier depending on context. It
is possible that variables such as passion, be-
longingness and job satisfaction have dierent
meanings and interactions in countries with a
more collectivistic (e.g. Markus & Kitayama,
1991) or performance-oriented culture.
e results from our study suggest that the
model represents a valuable contribution to the
work and organizational literature. As we men-
tioned earlier, job satisfaction has important
implications both on an individual level (e.g.
increased mental and physical health) and on
an organizational level (e.g. increased job per-
formance). Understanding more about the rela-
tionship between passion and job satisfaction is
therefore important, both for practical and the-
oretical purposes. eoretically, our study con-
tributes to the understanding of why passion for
work can have dierent consequences for well-
being at work (i.e. through facilitating or thwart-
ing the sense of belongingness at work). is
knowledge has previously been lacking from
the organizational literature. Our study thus
answers Carbonneau and colleagues´ (2008)
call for more research on the psychological pro-
cesses through which passion is linked to job
satisfaction. Our study also tested the passion
model in a Norwegian work seing. Consider-
ing the possible wider implications of our nd-
ing, our study could inspire more research on
the topic of passion and belongingness at work.
24 Scandinavian Journal of Organizational Psychology 8 (1) | May 2016
For example, as team work and cooperation be-
comes increasingly important in contemporary
organizations, it would be interesting to explore
whether high levels of obsessive passion could
negatively inuence team unity and productiv-
ity through a reduced sense of belongingness.
Facilitating harmonious passion
Vallerand and Houlfort (2003) have argued
that work environments should be organ-
ized to facilitate harmonious passion. Work
by Mageau et al. (2009) suggests that social
environments that are autonomy-supportive
can promote the emergence of harmonious
passion. Examples include providing employ-
ees with opportunities to share their opinions
and influence their own work tasks. On the
other hand, reward systems that are based on
performance could limit employees´ expe-
rience of autonomy, and instead facilitate a
controlled internalization of work (Gagné &
Forest, 2008). Reward systems could also hin-
der the development of passion in general, by
reducing intrinsic motivation for work. This
argument is supported by Deci, Koestner and
Ryan´s (1999) meta-analysis of 128 studies,
which found that external rewards meant to
control behavior, undermined intrinsic moti-
vation for the behavior.
Managers´ leadership style could also af-
fect the development of harmonious and
obsessive passion. Bono and Judge (2003,
study 2) found that transformational leader-
ship, defined as a visionary, charismatic and
inspirational leadership style, predicted con-
trolled motivation negatively among students
who watched a video with a leader displaying
different leadership styles. Furthermore, or-
ganizations could map individuals´ internali-
zation style using scales such as Global Mo-
tivation Scale (Guay et al., 2003) or General
Causality Orientations Scale (Deci & Ryan,
1985). The former measures different types
of internal and external motivation while the
latter measures the strength of different moti-
vational orientations within an individual, in-
cluding autonomous and controlled orienta-
tions. Organizations could use such scales to
map whether the work environment is facili-
tating internal or external motivations among
the employees, and, if necessary, implement
relevant strategies or actions.
Limitations and future research
ere are several limitations to our study. Firstly,
although we have outlined some causal rela-
tionships based on theoretical elaborations, the
cross-sectional nature of our study restricts the
conclusions regarding causes and outcomes. Ad-
ditional longitudinal and experimental designs
are necessary to draw any inferences regard-
ing the causality suggested in our study model.
Secondly, self-reported survey questionnaires,
as employed in our study, make it dicult to
rule out numerous alternative explanations
for the results (i.e., priming, consistency, re-
verse causality). Future research would benet
from other methods of data collection (e.g.,
qualitative interviews) to conrm the paern
of relationships observed in the current study.
irdly, mean scores on the passion subscales in-
dicated that the respondents in our study were
moderately passionate (harmoniously) about
their work. It would perhaps be more theoreti-
cally interesting to apply the passion model to a
work context where people have higher levels of
harmonious or obsessive passion, such as lead-
ers, artists, writers or entrepreneurs.
Conclusion
e dualistic model of passion has mainly been
studied in relation to sports and leisure activi-
ties. e results from our study suggest that
the model represents a relevant and important
contribution to the work and organizational lit-
erature, as it enhances the understanding of why
passion for work can have dierent consequenc-
es for well-being at work.
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