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Occupational stress is common in the workplace and leads to various negative outcomes such as burnout, turnover, and medical problems. Although occupational stress is associated with negative connotations, it also can foster workplace resiliency. Workplace resiliency involves the ability to recover quickly in the face of adversity. Emotionally laborious jobs, or jobs in which employees must modify, manage, or regulate their emotions as part of their work role, are inherently stressful. Thus, such jobs, while stress-inducing, may also offer employees opportunities to become more resilient at work. Currently, display rules, rules encouraging the suppression and expression of certain emotions, dictate workplace emotions and thus, interactions. Ultimately, display rule adherence makes it difficult for employees engaging in emotional labor to build resilience. In this chapter, the authors detail how and when emotional labor encounters lead to episodic and prolonged workplace resilience. Specifically, the authors outline instances in which employees engaging in emotional labor can create and sustain workplace resiliency by not deploying an acting strategy and instead, breaking character. The authors further discuss individual and organizational factors that may impact this process as well such as personality and organizational culture that serve as potential boundary conditions to workplace resilience capacity. The authors conclude with implications for both researchers and practitioners.

The purpose of this paper is to examine the moderated-mediational relationship between the impostor phenomenon (IP) and work-to-family conflict (WFC). Building on conservation of resources (COR) theory, the authors hypothesize that individuals who experience the IP lack the initial resources needed to meet work demands and, thus, experience emotional exhaustion, which leads to WFC. However, the authors hypothesize that additional resources provided by organizations, such as perceived organizational support (POS), may weaken the negative experiences of imposters.

The authors tested a moderated-mediation model using data from a time-lagged survey study among 92 Midwest community college employees. Regression was used to examine the mediating effects of emotional exhaustion and the moderating effect of POS on the IP to WFC relationship.

Results support the hypothesized model. Emotional exhaustion is a mediating mechanism in the relationship between the IP and WFC. POS is a moderator of this indirect relationship; the indirect relationship between the IP and WFC through emotional exhaustion is weaker when employees perceive high levels of POS.

The findings suggest that there are detrimental long-term effects associated with the IP for organizations. Thus, managers should curb feelings of impostorism within their organizations and provide impostors with organizational support in order to reduce their emotional exhaustion and WFC.

The present study indicates that individual dispositions play an indirect role in WFC. Furthermore, the authors identify organizational outcomes associated with the IP, whereas previous research has rarely emphasized outcomes.

This paper aims to trace the emergence, rise and eventual fall of Mojo-MDA. Established as a creative consultancy in 1975, Mojo embarked on an ambitious growth strategy that would see it emerge as Australia’s first multinational agency. By examining the agency’s trajectory over the 1970s and 1980s, this paper revisits the story of an Australian agency with boundless confidence to develop a more nuanced understanding of the dynamic role played by corporate culture in the agency's fortunes.

This study uses reports and features published in the Australian advertising trade press, along with other first-hand accounts, including oral history interviews and personal correspondence with former agency staff.

By identifying the forces and influences affecting Mojo-MDA’s outlook and operations, this paper demonstrates the important yet paradoxical role that corporate culture plays in both building and undermining an agency’s ambitions and the need for marketing historians to pay closer attention to it.

This examination of an agency’s inner machinations over an extended period presents a unique perspective of the ways that advertising agencies operate, as well as the forces that drive and impede them, at both national and global levels. The Mojo-MDA story also illustrates the need for marketing and business historians to pay close attention to corporate culture and the different ways that it affects marketing business and practices.

The paper aims to establish the relationship between leader member exchange (LMX) relationship and work role performance through the dynamic process of employee engagement. The study outlines why and how leadership is important for employee engagement and effective work role performance. Adopting a survey based research design, a sample of 198 Indian working managers at different levels including various sectors has supported our hypotheses that employee engagement mediates the relations between LMX and work role performance. It provides empirical insights about how employee engagement process influences the LMX and work role performance relationships. The results also suggest that high quality relationship of employees with their leaders is positively related to employee engagement and their work role performance.

This chapter provides a multilevel perspective on the impact of leaders’ emotional display and control on subordinates’ job satisfaction.

This multilevel study investigates how the association of employees’ perceived immediate leaders’ servant leadership and their job satisfaction is influenced by leaders’ emotional labor. Participants in this study included 180 employees and 40 immediate leaders from 40 groups across 16 firms. To avoid of common methods of variances, multiple ratings were employed. Servant leadership of immediate team leaders and subordinates’ job satisfaction were rated by subordinates.

The results showed the positive relationship between perceived team leaders’ creating value for community (one dimension of servant leadership) and team members’ job satisfaction is strengthened by an increase in leaders’ deep-acting of emotions, but is decreased with an increase in leaders’ surface-acting and expression of naturally felt emotions.

This study confirms that a team leader’s emotional labor is likely to affect team members’ job satisfaction, which is also related to employees’ perceived servant leadership. Although how leaders display their emotions in organizations has a significant influence on the association between leaders’ creating value for community and subordinates’ job satisfaction, this study did not identify the explicit mechanisms to explain why this happens.

These findings will enrich the practice of leaders’ emotional management in organizations.

This chapter is the first to provide a perspective to understand leaders’ emotional labor from cross-level analysis. This study also extends our understandings of the effects of servant leadership and its relationships with subordinates’ job satisfaction through an exploration of each dimension of servant leadership on job satisfaction rather than relying on an overall measure servant leadership.

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.