The passion bug: How and when do leaders inspire work passion?

Summary Drawing from signaling theory, we propose a work passion transfer model where leaders' passion is transmitted to employees through the former's leadership style and is contingent on employees' perceived importance of performance to self‐esteem (IPSE). Data from 201 supervisor–employee dyads from the health‐care industry show that leaders' harmonious passion led to employees' harmonious passion through charismatic leadership, whereas contingent reward leadership accounted for the transfer of obsessive passion; IPSE did not play a moderating role for either form of passion. Results from a supplementary study further reveal that the link between leadership and employee passion operated through employees' perception of leader passion and that employees' IPSE accentuated for the relationship between perceived leader obsessive passion and employees' obsessive passion. This study advances research in work passion, leadership, and signaling theory and provides important implications for managerial practice.