ArticleBehavioral sciences (Basel, Switzerland)2024
Influence of Leaders' Emotional Labor and Its Perceived Appropriateness on Employees' Emotional Labor.
Article in Behavioral sciences (Basel, Switzerland), 2024. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 4 papers.
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Who cites it
4 citing papers in PubMed.
- Experiencing, Regulating, and Expressing Emotions: Gendered and Agentic Pathways of Emotional Labor in Human Services.Behavioral sciences (Basel, Switzerland) · 2025Article
- The Interplay of Self-Construal and Service Co-Workers' Attitudes in Shaping Emotional Labor Under Customer Injustice.Behavioral sciences (Basel, Switzerland) · 2025Article
- Kindergarten teachers' emotional intelligence and surface acting: the chain mediating effects of self-efficacy and work engagement.Frontiers in psychology · 2025Article
- Surface vs. deep acting in EFL instruction: mediating and moderating roles of emotion regulation and intelligence in burnout.Frontiers in psychology · 2025Article
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Authors and funding
2 authors.
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Abstract
Emotional labor is a crucial yet often overlooked aspect of effective leadership. To address this, the current study adopts the Emotion as Social Information (EASI) model as a theoretical framework to investigate the influence of leaders' emotional labor and perceived appropriateness on employees' emotional labor. A two (leaders' emotional labor strategies: surface acting vs. deep acting) by two (perceived appropriateness: appropriate vs. inappropriate) between-subjects experiment was designed with a sample of 120 front-line service employees from hotels in Shanghai. The results showed that regardless of whether the perception of a leader's surface acting was deemed appropriate or not, employees tended to perform surface acting, while the impact of the perceived appropriateness regarding the leader's deep acting was different, wherein an appropriate display of deep acting by the leader significantly influenced employees to engage in deep acting themselves. The managerial implications and limitations of the findings are also discussed.
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