Employees are increasingly exhorted to “pursue their passion” at work. Inherent in this call is the belief that passion will produce higher performance because it promotes intrapersonal processes that propel employees forward. Here, we suggest that the pervasiveness of this “passion narrative,” coupled with the relative observability of passion, may lead others to treat passionate employees in more favorable ways that subsequently produce better workplace outcomes, a self-fulfilling prophecy we term the Passionate Pygmalion Effect. We find evidence for this effect across two experiments (Study 1 and pre-registered Study 3) and one field survey with pairs of subordinates and supervisors from a diverse set of organizations (Study 2). In line with the Passionate Pygmalion Effect, our studies show that more passionate employees (1) received more positive feedback for their success, (2) were offered more training and promotion opportunities, (3) elicited more favorable emotional reactions, and (4) prompted more favorable attributions for varied performance outcomes. Such favorable treatment persisted despite describing passionate employees' job performance identically or controlling for job performance statistically. Notably, more passionate employees even elicited more favorable emotional reactions and attributions when their job performance decreased. We subsequently discuss how our interpersonal perspective on the passion narrative implicates challenges for the advancement of employees with fewer opportunities to pursue their passion (e.g., given socioeconomic constraints or exploitative work demands), or who are less likely to be perceived as passionate by others (e.g., given cross-cultural differences).

越来越多的员工被劝告在工作中“追求他们的激情”。这一号召的内在信念是，激情会产生更高的绩效，因为它促进了推动员工前进的内在过程。在这里，我们建议这种“激情叙事”的普遍性，再加上激情的相对可观察性，可能会导致其他人以更有利的方式对待充满激情的员工，从而产生更好的工作成果，我们称之为“充满激情的皮格马利翁”的自我实现预言效果。我们在两个实验（研究 1 和预先注册的研究 3）和一个对来自不同组织的下属和主管的实地调查（研究 2）中找到了这种效应的证据。符合热情的皮格马利翁效应, 我们的研究表明，更热情的员工 (1) 因其成功而获得更多积极的反馈，(2) 获得更多的培训和晋升机会，(3) 引发更有利的情绪反应，以及 (4) 促使对不同绩效的更有利的归因结果。尽管以相同的方式描述热情员工的工作表现或在统计上控制工作表现，但这种有利的待遇仍然存在。值得注意的是，当他们的工作表现下降时，更有激情的员工甚至会引发更有利的情绪反应和归因。随后，我们讨论了我们对激情叙事的人际视角如何暗示对追求激情的机会较少的员工的晋升挑战（例如，考虑到社会经济限制或剥削性工作需求），