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The purpose of this study is to explore an under‐researched, emotion‐focused influence tactic, strategic emotional display, and its interpersonal and career outcomes.

The authors collected data from 258 matched supervisor‐subordinate dyads in a Chinese sample.

The results indicate that individuals who use positive emotions in social influence tend to enhance their access to network resources and career growth potential, and those who use negative emotions in social influence tend to erode their network resources and hinder career growth potential.

A major limitation of the research is that the authors collected data on both strategic emotional display and network resources from the same source at the same time. Supporting prior research, the results indicate that individuals do use emotional expression as a social influence tactic at work, and that different emotion‐focused influence tactics are associated with different outcomes. The study makes evident the need to integrate the emotion and the social influence literature.

The results of the study indicate that employees may need to develop greater awareness of their own emotions, and cultivate the ability to convey emotional cues to others effectively. It also appears that individuals need to be selective in their use of emotion‐focused influence tactics.

The paper integrates social influence and emotion research, and focuses on a ubiquitous yet overlooked influence tactic, strategic emotional display, and shows evidence that it is associated with interpersonal and career outcomes.

Drawing on research on organisation-based self-esteem (OBSE) and self-consistency theory, this study aims to investigate whether, how and when leader aggressive humour (LAH) impacts hospitality employees’ proactive customer service performance (PCSP).

A total of 294 supervisor–employee dyads from eight hotels in China participated in the survey. The data were analysed by hierarchical multiple regression and PROCESS macro in SPSS.

LAH undermines hospitality employees’ PCSP by threatening their OBSE, and this effect is significant only for highly entitled employees.

Organisations could improve leaders’ awareness of the dark side of aggressive humour, especially for those who supervise highly entitled employees. Organisations could also cultivate positive leader–member relationships to improve employees’ OBSE and provide training for highly entitled employees to cope with leaders’ LAH.

This study contributes to the LAH literature by examining its influence on hospitality employees’ PCSP and identifying the mechanism and boundary conditions underlying this effect.