The Chicken and Egg of Pride and Social Rank

Influence of first-person and third-person perspectives on neural mechanisms of professional pride

Professional pride, including self-reflection and attitude toward one's own occupational group, induces individuals to behave in socially appropriate ways, and uniforms can encourage wearers to have this pride. This study was to elucidate the working pattern of professional pride by exploring neural responses when wearing uniforms and being conscious of a third-person's perspective. Twenty healthy adults who had an occupation requiring uniforms were scanned using functional MRI with a self-evaluation task consisting of 2 [uniform versus casual wear] × 2 [first-person perspective versus third-person perspective] conditions. The neural effects of clothing and perspective were analyzed and post-hoc tests were followed. The interaction effect was displayed in the bilateral dorsomedial prefrontal cortex, where uniform led to higher activity in third-person perspective than in first-person perspective, whereas casual wear led to the opposite pattern, suggesting this region may be involved in the awareness of third-person's perspective to uniform-wearing. The right dorsomedial prefrontal cortex showed functional connectivity with the right posterior superior temporal sulcus in uniform-third-person perspective compared to uniform-first-person perspective, suggesting this connection may work for processing information from third-person perspective in a uniform-wearing state. Professional pride may prioritize social information processing in third-person perspective rather than self-referential processing in first-person perspective.

Pride: The Emotional Foundation of Social Rank Attainment

Pride is a self-conscious emotion, comprised of two distinct facets known as authentic and hubristic pride, and associated with a cross-culturally recognized nonverbal expression. Authentic pride involves feelings of accomplishment and confidence and promotes prosocial behaviors, whereas hubristic pride involves feelings of arrogance and conceit and promotes antisociality. Each facet of pride, we argue, contributes to a distinct means of attaining social rank: Authentic pride seems to promote prestige-a rank based on earned respect-whereas hubristic pride seems to promote dominance-a rank based on aggression and coercion. Both prestige and dominance are effective routes to power and influence in human groups, so both facets of pride are likely to be functional adaptations. Overall, the reviewed research suggests that pride is likely to be a human universal, critical for social relationships and rank attainment across human societies.

Comparing gratitude and pride: evidence from brain and behavior

Gratitude and pride are both positive emotions. Yet gratitude motivates people to help others and build up relationships, whereas pride motivates people to pursue achievements and build on self-esteem. Although these social outcomes are crucial for humans to be evolutionarily adaptive, no study so far has systematically compared gratitude and pride to understand why and how they can motivate humans differently. In this review, we compared gratitude and pride from their etymologies, cognitive prerequisites, motivational functions, and brain regions involved. By integrating the evidence from brain and behavior, we suggest that gratitude and pride share a common reward basis, yet gratitude is more related to theory of mind, while pride is more related to self-referential processing. Moreover, we proposed a cognitive neuroscientific model to explain the dynamics in gratitude and pride under a reinforcement learning framework.

Managerial hubristic-behavioral strategy: how to cope with chaotic and uncertain contexts

Purpose

How can a manager lead an organization or a team in a particularly turbulent time? How can management cope with chaos and uncertainty? Drawing on behavioral strategy theory, this study aims at investigating how hubristic managers can enable organizations to thrive, even over small time periods, in chaotic and uncertain contexts and settings.

Design/methodology/approach

This study uses a qualitative methodology to explore the possible positive effects of hubris in a behavioral strategy. In particular, 45 interviews with leaders and followers of particularly high-performing secondary schools have been administered to try to fully understand the origin, process and performance evolution of organizations led by hubristic managers.

Findings

The results showed that, in chaotic and uncertain times, hubris can prove to be a trump card for managers in dealing with the pitfalls and uncertainties of the context in which the organization operates. Three major attributes were identified – overconfidence and over-persistence, recklessness and contempt for critical feedback – defining the positive behavioral strategies implemented by hubristic managers during the COVID-19 pandemic.

Originality/value

To the best of the authors’ knowledge, this study is the first to highlight, by means of qualitative methodologies, the positive managerial hubristic-behavioral strategy during turbulent times in the school sector.