Emotional labor and leadership: A threat to authenticity?

Gardner, William L.; Fischer, Dawn; Hunt, James G.

doi:10.1016/j.leaqua.2009.03.011

Cited by 315 publications

(329 citation statements)

References 123 publications

(188 reference statements)

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“…When the leader is psychologically distant, this translates in less emotional work and this can be a serious threat to his or her authenticity, because his followers might perceive him as not displaying real emotions, but rather to be "surface acting, which involves simulating emotions appropriate for the situation that are not actually felt" (Gardner et al, 2009). Moreover, being psychologically distant means that followers will have the tendency to make an attribution error and to base their explanations of certain events on the leader's traits and abilities rather than on the circumstances (because the leaders is too far, followers have less information regarding his or her activities and followers allocate less explanatory power to things that they do not understand) (Popper, 2013).…”

Section: Figure3 the Gulliver Effect Triggered By The Leadership Promentioning

confidence: 99%

Preliminary study on leadership proximity

Ghinea

Cantaragiu

2017

Proceedings of the International Conference on Business Excellence

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Section: Figure3 the Gulliver Effect Triggered By The Leadership Promentioning

confidence: 99%

Preliminary study on leadership proximity

Ghinea

Cantaragiu

2017

Proceedings of the International Conference on Business Excellence

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“…Liu Chao studied the influence of supervisors' emotional labor on transformational leadership and organizational identification in the context of Chinese culture, and empirical research found that surface acting had negative correlation with organizational identity, while supervisors' deep acting and sincere acting had positive correlation with organizational identity, of which transformational leadership plays the part of the intermediary role in relationship between organizational identity and the supervisors' emotional labor [31].…”

Section: Supervisors' Emotional Labor On Subordinatesmentioning

confidence: 99%

Emotional Labor between Supervisors and Subordinates: Literature Review and Future Research

Li¹,

Liang²

2016

OJBM

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This paper discusses the trend of the emotional labor research object from the external customers to the internal customers of the organization, and separately reviews the study of subordinates' emotional labor on supervisors and the study of supervisors' emotional labor on subordinates. Finally, the paper identifies several future research directions, including the measurement of emotional labor between supervisors and subordinates, the research of the relationship between positive leadership behavior and subordinates' emotional labor, and the integrated research between supervisors' and subordinates' emotional labor.

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Section: State Conceptualisations Of Leadership and Affectmentioning

confidence: 99%

“…However, this assumption, which can be compared to the widely adopted emotional display rule "service with a smile" (Barger & Grandey, 2006, p.1229, excludes the possibility that leaders do not always feel happy, in which case displays of happiness are likely to lead to adverse effects for leaders themselves such as emotional exhaustion (Grandey, 2003). What is more, leader emotional displays that are not genuinely felt can be perceived as inauthentic by followers and can thus undermine the intended positive consequences of leader emotional labour (Gardner, Fischer, & Hunt, 2009;van Kleef et al, 2012 Additionally, observers can make cognitive inferences based on the perception of emotional expressions, which is encapsulated in the notion of affectas information (Schwarz & Clore, 1983;). More specifically, emotional expressions convey social information to observers with regards to how the expresser appraises and responds to things such as the interaction partner or the situation (van Knippenberg & van Kleef, 2016).…”

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The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

Stollberger¹,

Guillaume

2016

AMPROC

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Doctor of Philosophy 2016 THESIS SUMMARYBased on a review of the literatures pertaining to leadership, affect, and creative performance, the studies conducted as part of this thesis aim at testing a research model that examines how and under which conditions leader emotional inconsistency between happiness and anger is related to follower creative performance. For an experimental test of the proposed research model I collected data from 94 followers for whom a leader-follower interaction was simulated using a video manipulation. Moderated mediation analyses revealed that leader emotional inconsistency was positively associated with follower creative performance via increases in creative process engagement, but only for followers with high levels of epistemic motivation, which sheds light on the importance of follower's information processing capabilities when faced with complex emotional leadership. I replicated the results of the first study in a second experiment where a leader-follower interaction was simulated using a scenario manipulation. Using data collected from 81 followers, moderated mediation analyses showed that leader displays of emotional inconsistency were positively related to creative performance via increases in creative process engagement for followers with high levels of epistemic motivation. Both experimental studies provide evidence towards the directionality of the examined interrelationships across different types of experimental manipulations employed. Finally, I replicated the research model of this thesis in a field setting using a measurement scale of leader emotional inconsistency specifically developed for this study. Week-level data was collected from 60 leader-follower dyads working in two organisations and providing a total of 253 matched weekly leader and follower responses. Multilevel moderated mediation analyses showed that follower weekly creative performance follows from weekly leader displays of emotional inconsistency via increases in weekly creative process engagement for followers with high epistemic motivation. Taken together, the studies conducted provide both internal and external validity to the theoretically derived research model of this thesis.Keywords: Leader emotional inconsistency; happiness; anger; creative process engagement; creative performance; epistemic motivation; experiment; diary study; multilevel research; EASI theory 3 DEDICATION Kedves Tatámnak, nyugodj békében.To my dear grandpa, may you rest in peace.Szász Mihály (1925 -2016) 4 ACKNOWLEDGEMENTS Many colleagues and friends supported me on my PhD journey and I would like to express my gratitude to them. First of all, I would like to thank my supervisor Dr Yves Guillaume for steering me through the three intense years it took me to complete this thesis. As I never really warmed up to the label "student", I thank Yves for his patience and perseverance in dealing with a rebellious and at times stubborn PhD student such as myself. I also want to thank Prof Richard Crisp for his assistance in the writ...

show abstract

Emotional labor and leadership: A threat to authenticity?

Cited by 315 publications

References 123 publications

Preliminary study on leadership proximity

Preliminary study on leadership proximity

Emotional Labor between Supervisors and Subordinates: Literature Review and Future Research

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

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