Summary
Drawing on achievement goal theory and the dualistic model of passion, this study identifies (a) mastery versus performance climate as the contextual antecedent for harmonious versus obsessive passion, respectively; and (b) proactive versus pro-job unethical behavior as the outcome of harmonious versus obsessive passion, respectively. Results from two studies—a survey study with 259 leader–subordinate dyads and an experimental study with 174 part-time master’s-level students—largely supported our theoretical model. First, employees develop harmonious passion when they perceive the presence of a mastery climate, but develop obsessive passion when they perceive the presence of a performance climate. Second, harmonious passion mediates the positive effect of mastery climate on employees’ proactive work behavior, whereas obsessive passion mediates the positive effect of performance climate on employees’ pro-job unethical behavior. Theoretical contributions and practical implications are also discussed.