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<p>Leader high performance expectation (LHPE) is a widely used tool for driving employee engagement and organizational success. However, emerging evidence suggests that its effects are not always positive—some employees experience LHPE as inspiring, while others perceive it as overwhelming, leading to disengagement. Existing research has primarily examined LHPE through attributional and resource-based perspectives, focusing on how employees interpret leader intent. However, they overlook the critical role of employees’ self-appraisal of their ability and potential to meet high expectations in shaping their responses to LHPE. Using the cognitive appraisal theory of emotions, we suggest that employees’ prior performance and growth mindset shape their emotional responses to LHPE, influencing whether it results in work engagement or disengagement. Specifically, LHPE is more likely to instill pride and enhance engagement among employees with higher prior performance or a growth mindset. Conversely, it may trigger anxiety and lead to disengagement among employees with lower prior performance or a fixed mindset. Our hypotheses are supported by data from a six-week weekly diary survey of 282 employees (1,361 observations). By capturing within-person variations in LHPE’s effects over time, this study provides a nuanced understanding of LHPE in the workplace and offers practical guidance for leaders seeking to maximize its positive impacts while minimizing its risks.</p>

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When Leader Expectations Inspire and When They Overwhelm: The Role of Growth Mindset and Prior Performance in Employee Emotional and Engagement Responses to Leader High Performance Expectations

  • 期刊论文

  • 发表日期：

    2025年6月10日

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  • Zhen Wang,
  • Huan Chen

摘要

Leader high performance expectation (LHPE) is a widely used tool for driving employee engagement and organizational success. However, emerging evidence suggests that its effects are not always positive—some employees experience LHPE as inspiring, while others perceive it as overwhelming, leading to disengagement. Existing research has primarily examined LHPE through attributional and resource-based perspectives, focusing on how employees interpret leader intent. However, they overlook the critical role of employees’ self-appraisal of their ability and potential to meet high expectations in shaping their responses to LHPE. Using the cognitive appraisal theory of emotions, we suggest that employees’ prior performance and growth mindset shape their emotional responses to LHPE, influencing whether it results in work engagement or disengagement. Specifically, LHPE is more likely to instill pride and enhance engagement among employees with higher prior performance or a growth mindset. Conversely, it may trigger anxiety and lead to disengagement among employees with lower prior performance or a fixed mindset. Our hypotheses are supported by data from a six-week weekly diary survey of 282 employees (1,361 observations). By capturing within-person variations in LHPE’s effects over time, this study provides a nuanced understanding of LHPE in the workplace and offers practical guidance for leaders seeking to maximize its positive impacts while minimizing its risks.