TY  - CHAP
AB  - Previous research on emotional labor has typically been conducted at the individual level of analysis, despite the fact that many organizations have incorporated work teams into their business model. The use of work teams turns emotional management into a group task on which employees work as a collective. The present chapter proposes a conceptual model that describes the antecedents and consequences of team-level emotional labor. We propose that work groups often impose positive display rules (express integrative emotion) and negative display rules (suppress differentiating emotions) on their members. Positive display rules generally trigger group-level deep acting, whereby teammates seek to change their internal feelings. Negative display rules generally trigger surface acting, whereby teammates retain their actual emotions but do not actually express differentiating feelings. These two dimensions of emotional labor, for their part, impact emotional exhaustion. Deep acting one's positive emotions lowers emotional exhaustion and surface acting increases it. We discuss the consequences of our model for workplace behavior, such as performance. We also discuss how the relationships involving emotional labor change when one considers these constructs at the group-level of analysis.
VL  - 7
SN  - 978-1-78052-208-1, 978-1-78052-209-8/1746-9791
DO  - 10.1108/S1746-9791(2011)0000007013
UR  - https://doi.org/10.1108/S1746-9791(2011)0000007013
AU  - Becker William J.
AU  - Cropanzano Russell
ED  - Charmine E.J. Härtel
ED  - Neal M. Ashkanasy
ED  - Wilfred J. Zerbe
PY  - 2011
Y1  - 2011/01/01
TI  - Chapter 8 Display Rules and Emotional Labor within Work Teams
T2  - What Have We Learned? Ten Years On
T3  - Research on Emotion in Organizations
PB  - Emerald Group Publishing Limited
SP  - 197
EP  - 223
Y2  - 2024/04/23
ER  -