Abstract:

Awe, a deeply ingrained emotional state in Chinese culture, is conceptualized in Confucian philosophy as respect for destiny, virtuous figures, and moral doctrines. It transcends fear, embodying reverence for moral order and alignment with ethical principles. Historically, awe has guided leaders, particularly those in positions of power, by restraining their actions and ensuring decisions align with moral and ethical standards. Such reverence fosters fairness, humility, and accountability, ultimately enhancing leadership effectiveness and collective well-being. Despite its widespread exploration in psychology, the application of awe in management studies remains limited. Existing organizational research primarily focuses on employees’ experiences of awe, neglecting the antecedents and consequences of leader awe. Furthermore, the lack of attention to theoretical mechanisms and contextual factors has hindered the development of a comprehensive framework for understanding its unique organizational impacts.

To address these gaps, this paper aims to propose a model that investigates the antecedents and outcomes of leader awe in organizational contexts. Drawing on Social Functional Accounts of Emotion and Emotions as Social Information (EASI) theory, this research proposes a multi-level approach, examining the triggers of leadership awe, its intrapersonal effects on leaders’ behaviors, and its interpersonal impacts on team dynamics. By employing a robust, interconnected research design, our proposed model not only seeks to identify the sources and effects of leadership awe but also delves into the psychological and social processes through which awe operates. The proposal includes three interconnected studies, each addressing different dimensions of leader awe.

In Study 1, we aim to explore the antecedents of leader awe in organizational contexts. Building on social psychology research, this study wants to identify specific organizational factors (e.g., values and culture), interpersonal factors (e.g., interactions with mentors or subordinates), individual factors (e.g., personal virtues or self-awareness), and job characteristics (e.g., task complexity or significance) that trigger awe in leaders. By systematically categorizing these antecedents, the findings of this study will offer insights into the sources and nature of leadership awe, paving the way for a nuanced understanding of how awe emerges in professional settings.

Study 2 aims to explore the effects of leader awe on leaders’ behaviors and outcomes. Drawing on the Social Functional Accounts of Emotion, this study proposes that leader awe can motivate a desire for self-enhancement. This motivation drives leaders to engage more in knowledge-sharing behaviors with employees, which, in turn, helps them gain trust and pursue higher power and positions. However, awe may also trigger a tendency toward self-deprecation. Feelings of self-doubt and inferiority may cause leaders to perceive their status as threatened, leading them to reduce the empowerment of followers in order to avoid potential losses and protect their superior social status and authority.

Study 3 aims to examine how followers perceive and interpret leader awe, and how this influences their proactive behaviors. Using the Emotions as Social Information (EASI) theory, the study proposes that, on one hand, leader awe is seen by subordinates as a positive emotion, which spreads through emotional contagion and motivates them to self-improve, actively acquire knowledge, and integrate into the organization. On the other hand, leader awe can also evoke feelings of inadequacy, making followers feel helpless or less capable, which may lead to fear and reluctance, ultimately reducing their engagement in proactive behaviors.

In sum, the findings from the aforementioned three studies will make several significant theoretical contributions. First, they will expand the scope of awe research from employees to leaders, addressing a notable gap in the literature. Second, by integrating the Social Functional Accounts of Emotion and the EASI framework, they will provide a comprehensive theoretical model that elucidates the cross-level mechanisms of leader awe, encompassing both intrapersonal and interpersonal perspectives. Third, they will identify the contextual factors that amplify the positive effects of leader awe, offering nuanced insights into its situational applications. On a practical level, these findings will offer actionable guidance for cultivating leadership awe in organizations. By highlighting how awe can be effectively triggered, they will equip managers with strategies to foster awe-inspiring environments. Additionally, the findings will underscore the importance of balanced awe management, helping leaders harness its benefits to enhance organizational effectiveness while mitigating potential downsides.

Key words: leader awe, leader empowerment, knowledge sharing, proactive behavior