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Open Access
Article
Publication date: 3 June 2019

Tae-Yeol Kim, Brad Gilbreath, Emily M. David and Sang-Pyo Kim

The purpose of this paper is to test whether self-verification striving serves as an individual difference antecedent of emotional labor and explore whether various emotional…

3403

Abstract

Purpose

The purpose of this paper is to test whether self-verification striving serves as an individual difference antecedent of emotional labor and explore whether various emotional labor tactics acted as mediating mechanisms through which self-verification striving relates to employee outcomes.

Design/methodology/approach

The sample used in this paper consisted of supervisor–subordinate dyads working in six hotels in South Korea and used multi-level analyses and the Monte Carlo method to test the research hypotheses presented in this paper.

Findings

Self-verification striving was positively and directly related to job performance as well as two out of three forms of emotional labor (i.e. the expression of naturally felt emotions and deep acting). Self-verification striving also indirectly related to job satisfaction through the expression of naturally felt emotions and indirectly related to job performance through deep acting.

Practical implications

The findings of this paper suggest that organizations should consider self-verification striving as an employment selection criterion and provide training programs to help their customer service employees engage in appropriate types of emotional labor.

Originality/value

This paper is the first to explore the underlying mechanisms through which self-verification striving relates to employee outcomes. It also empirically bolsters the notion that expressing naturally felt emotions is an important means of authentic self-expression that positively contributes to job satisfaction. Further, the authors found that self-verification striving positively relates to job performance partially through deep acting. Moreover, they have shown that self-verification striving, as an individual differences variable, is an antecedent of different types of emotional labor.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 7
Type: Research Article
ISSN: 0959-6119

Keywords

Book part
Publication date: 26 August 2019

Yan Li, Khalid Mehmood, Xiaoyuan Zhang and Corene M. Crossin

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

Abstract

Purpose

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

Design

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.

Findings

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.

Research Implications

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.

Practical Implications

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

Originality/Value

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.

Article
Publication date: 3 February 2021

Michel Klein

The concept of emotional labor refers to the management of emotions in interaction with customers. This study aims to suggest an integrative definition of emotional labor. It…

1201

Abstract

Purpose

The concept of emotional labor refers to the management of emotions in interaction with customers. This study aims to suggest an integrative definition of emotional labor. It develops a conceptual framework that helps organize and synthesize key insights from the literature, in an interactional and multi-level perspective.

Design/methodology/approach

This integrated framework consists in a mapping of key research themes resulting from a systematic literature review, which includes research in sales and marketing. As critical affective processes in sales have not been studied sufficiently, both in business-to-business and business-to-customer selling, this review also incorporates works in other research fields.

Findings

Sales representatives’ emotional labor must be considered as a bi-directional interaction with the customer in a multi-level perspective. Moreover, emotional labor has rather negative consequences for the salesperson (e.g. burnout and job stress), but may have positive sales and customer outcomes. Findings suggest that the expression of genuine emotions should be used during sales interactions. In addition, organizations should prevent customers’ negative behaviors (e.g. mistreatment).

Practical implications

Emotional labor key practical implications with regard to several management functions such as the recruitment, performance management and training (Ashkanasy and Daus, 2002) of the sales representatives.

Originality/value

Research on emotional labor in a sales ecosystem is scarce. It has largely covered service industry employees in contact with customers, but has not paid enough attention to sales representatives (Mikeska et al., 2015). The proposed integrated framework concerning emotional labor focuses on the bi-directional interaction between the sales representatives and their customers.

Book part
Publication date: 26 June 2012

Michel Cossette and Ursula Hess

In this study, we proposed and tested a motivational framework of emotional labor. This model incorporates positive and negative affect, motivation to express positive emotions

Abstract

In this study, we proposed and tested a motivational framework of emotional labor. This model incorporates positive and negative affect, motivation to express positive emotions, emotion regulation strategies (emotion suppression, reappraisal, and naturally felt emotions), and job satisfaction. Based on a sample of 147 employees, results generally supported our hypotheses and indicated that employees’ motivation to express positive emotions leads to the expression of the naturally felt emotions and the use of reappraisal. In contrast, motivated employees used less emotion suppression in their work. Hence, employees’ motivation seems to facilitate the adoption of a more authentic stance toward customers. Moreover, employees’ affectivity impacted emotional labor strategies. Finally, replicating past findings, job satisfaction was associated with a more authentic demeanor. This chapter contributes to emotional labor theory by extending our comprehension of emotional labor antecedents, which have been relatively under-investigated by emotion researchers. Moreover, this study demonstrated that self-determination theory is a relevant framework to better understand the emotional labor process. Overall, this motivational approach to the study of emotional labor can lead to more extensive research on emotional labor antecedents.

Details

Experiencing and Managing Emotions in the Workplace
Type: Book
ISBN: 978-1-78052-676-8

Book part
Publication date: 8 August 2017

Miriam L. Matteson

This chapter provides background information on the human emotions process, differentiating between processes that are spontaneous and automatic and those that can be regulated…

Abstract

This chapter provides background information on the human emotions process, differentiating between processes that are spontaneous and automatic and those that can be regulated with intentional effort. The chapter then also highlights two constructs, emotional labor and emotional intelligence, that naturally derive from the emotion process and are prevalent in the workplace. These two constructs are important to understand from a theoretical and empirical perspective to identify and manage them most effectively in library work settings. The chapter is a general review of some key concepts citing seminal and exemplar literature from the fields of organizational behavior, psychology, and library and information science to support and illustrate the ideas presented. The value of the chapter is first as an orientation to the science behind emotions. To more fully understand how and why emotion is such a force in the workplace, it is necessary to understand the emotion process. Further, the chapter adds practical value by presenting the constructs of emotional labor and emotional intelligence and including suggestions for how employees and managers can most effectively harness the power of emotions in ways that are most productive for individual employees as well as to achieve organizational goals.

Details

Emotion in the Library Workplace
Type: Book
ISBN: 978-1-78743-083-9

Keywords

Article
Publication date: 8 July 2014

Alastair G. Tombs, Rebekah Russell-Bennett and Neal M. Ashkanasy

– This study aims to test service providers’ ability to recognise non-verbal emotions in complaining customers of same and different cultures.

1994

Abstract

Purpose

This study aims to test service providers’ ability to recognise non-verbal emotions in complaining customers of same and different cultures.

Design/methodology/approach

In a laboratory study, using a between-subjects experimental design (n = 153), we tested the accuracy of service providers’ perceptions of the emotional expressions of anger, fear, shame and happiness of customers from varying cultural backgrounds. After viewing video vignettes of customers complaining (with the audio removed), participants (in the role of service providers) assessed the emotional state of the customers portrayed in the video.

Findings

Service providers in culturally mismatched dyads were prone to misreading anger, happiness and shame expressed by dissatisfied customers. Happiness was misread in the displayed emotions of both dyads. Anger was recognisable in the Anglo customers but not Confucian Asian, while Anglo service providers misread both shame and happiness in Confucian Asian customers.

Research limitations/implications

The study was conducted in the laboratory and was based solely on participant’s perceptions of actors’ non-verbal facial expressions in a single encounter.

Practical implications

Given the level of ethnic differences in developed nations, a culturally sensitive workplace is needed to foster effective functioning of service employee teams. Ability to understand cultural display rules and to recognise and interpret emotions is an important skill for people working in direct contact with customers.

Originality/value

This research addresses the lack of empirical evidence for the recognition of customer emotions by service providers and the impact of cross-cultural differences.

Details

European Journal of Marketing, vol. 48 no. 7/8
Type: Research Article
ISSN: 0309-0566

Keywords

Book part
Publication date: 26 June 2012

Catherine S. Daus and Shanique Brown

Law enforcement is a stressful profession. Police officers are faced with emotionally exhausting events on a daily basis and are required to control negative emotions in an effort…

Abstract

Law enforcement is a stressful profession. Police officers are faced with emotionally exhausting events on a daily basis and are required to control negative emotions in an effort to conduct their jobs effectively. This chapter explores the emotions experienced by police officers and seeks to understand the emotional labor of this profession. Twenty semi-structured interviews were conducted with police officers to garner information about the role of emotional expression and suppression on the job. The results revealed several themes, such as the importance of anger to the job of police officer and the emotional climate within the police force. Understanding emotion work and the management of emotions among law enforcement officers is an important contribution to improving the well-being and performance of police officers. Our research results call for further exploration of the role of emotions in law enforcement.

Details

Experiencing and Managing Emotions in the Workplace
Type: Book
ISBN: 978-1-78052-676-8

Article
Publication date: 2 October 2023

Neerja Kashive and Bhavna Raina

The study aims to closely look at the phenomenon of transformational leadership and the psychological capital of followers by using affective process theory (APT). It has…

Abstract

Purpose

The study aims to closely look at the phenomenon of transformational leadership and the psychological capital of followers by using affective process theory (APT). It has empirically tested the mediation of the perceived emotional labor (EL) of a leader and susceptible emotional contagion (EC) of followers when studying the effect of transformational leadership on the psychological capital (PsyCap) of followers.

Design/methodology/approach

The method adopted was mixed methodology. The data were collected from the 120 respondents and their perception regarding the construct as identified by previous literature was captured through a structured questionnaire. The relationships and hypotheses were tested by the structural equation modeling (SEM) model using SMART PLS. Further 20 semi-structured interviews were conducted using a qualitative approach.

Findings

The current research has empirically shown how specific aspects of transformational leadership, i.e. individual consideration perceived by followers also show high use of perceived deep acting strategy. Deep acting EL strategy is impacting positive EC and positive EC is leading to higher PsyCap of followers generating more work efficacy, hope, optimism and resilience. Mediation of positive EC between Deep acting EL and PsyCap was also observed. In qualitative studies done with the participants, major themes that emerged were transformational leadership, EL strategies, EC and PsyCap.

Practical implications

In times of uncertainty and stress after the post-COVID scenario, employees are facing emotional burnout due to increased work pressure and workload. Transformational leadership has become very critical to manage the PsyCap of followers by using correct EL strategies. Leaders can focus on the optimism and resilience aspect of PsyCap.

Originality/value

The current research has taken affective process theory (APT) as a foundation to understand the connection between transformational leadership and the PsyCap of followers. The study has specifically picked up the fourth mechanism of affective linkage as suggested by Elfenbein (2014) called emotional recognition and seen how emotions are transferred from source (leaders) to recipient (followers). The research has contributed by empirically testing the mediation of the perceived EL of leaders and the susceptible EC of followers and how they affect the PsyCap of followers.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Book part
Publication date: 3 March 2016

Kelly Davis McCauley and William L. Gardner

The purpose of this study is to provide preliminary insights into the relationships between self-monitoring, emotional expressivity, emotional labor, felt leader authenticity, and…

Abstract

The purpose of this study is to provide preliminary insights into the relationships between self-monitoring, emotional expressivity, emotional labor, felt leader authenticity, and authentic leadership (AL) within a unique context – West Texas Baptist congregations. Using a sample of 40 Baptist pastors, we employed survey research methods and correlational analyses to explore the focal relationships. Our results revealed that self-monitoring is positively correlated with surface acting, yet negatively associated with AL, within our sample of West Texas Baptist pastors. Emotional expressivity is negatively related to surface acting, but not deep acting, and positively related to genuine emotional displays. We also found that surface acting is negatively associated with genuine emotion displays and felt authenticity, while felt authenticity and AL are positively correlated. However, no relationships between self-monitoring, deep acting, felt authenticity, and AL were revealed. Thus, we identified cases where leader authenticity may be threatened within an organizational context with strong emotional display rules, suggesting a boundary condition for AL. Additionally, we advance propositions gleaned from our research regarding the influence of the omnibus (e.g., community religiosity) and discrete context on leader emotional labor and authenticity. We conclude with practical recommendations for leaders seeking to balance authenticity with emotional display rules associated with unique roles and contexts, as well as recommendations for scholars seeking to conduct research in such settings. We also provide candid insights regarding the challenges we encountered in researching leader authenticity within a highly religious context.

Details

Leadership Lessons from Compelling Contexts
Type: Book
ISBN: 978-1-78560-942-8

Keywords

Book part
Publication date: 24 September 2018

Marilena Antoniadou, Peter John Sandiford, Gillian Wright and Linda Patricia Alker

This chapter explores the meanings that human service workers employed in the airline industry and in higher education give to workplace fear, the ways it is expressed, and…

Abstract

This chapter explores the meanings that human service workers employed in the airline industry and in higher education give to workplace fear, the ways it is expressed, and perceptions of its consequences. The findings reveal that fear is not a wholly “negative” emotion, as it can contribute to the achievement of desirable outcomes when openly expressed, suggesting that simplistic evaluations of discrete emotions (i.e. positive or negative) and prescriptive organizational norms of emotional expression may block positive as well as negative outcomes (organizationally and personally). This chapter concludes that permitting a greater range of emotional displays at work could significantly improve workers’ wellbeing and the effectiveness of their organizations.

Details

Individual, Relational, and Contextual Dynamics of Emotions
Type: Book
ISBN: 978-1-78754-844-2

Keywords

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