2019
DOI: 10.3389/fpsyg.2019.02095
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Emotional Labor: Scale Development and Validation in the Chinese Context

Abstract: Based on the specific cultural context to add greater theoretical precision to emotional labor, we developed the Chinese version scale of emotional labor. For a comprehensive construct development and validation of the new scale, we carried out five studies. First, we used grounded theory methodologies, performed analysis of data from field observations of 15 frontline employees through insider's angle (Study 1) and in-depth interviews with 35 employees (Study 2), and preliminarily glimpsed the main content of… Show more

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Cited by 25 publications
(40 citation statements)
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“…Increasing evidence has revealed that the practices of emotional labor and leadership vary widely across East and West cultures (Walker and Qian, 2018;Zheng et al, 2018;Yang et al, 2019). This study contributed to the field of school leadership and emotional labor in two aspects.…”
Section: Discussionmentioning
confidence: 92%
See 1 more Smart Citation
“…Increasing evidence has revealed that the practices of emotional labor and leadership vary widely across East and West cultures (Walker and Qian, 2018;Zheng et al, 2018;Yang et al, 2019). This study contributed to the field of school leadership and emotional labor in two aspects.…”
Section: Discussionmentioning
confidence: 92%
“…Studies have shown that leaders play a key role in influencing subordinates' emotional labor (Humphrey et al, 2008(Humphrey et al, , 2015Gooty et al, 2010). Different leadership behaviors may evoke followers' emotional display in various organizations (Bozionelos and Kiamou, 2008;Humphrey et al, 2016). However, a lack of studies in management (Grandey and Melloy, 2017) and educational field (Uitto et al, 2015;Berkovich and Eyal, 2017) has explored the effect of leadership practices on followers' emotional labor.…”
Section: Introductionmentioning
confidence: 99%
“…Consistent with studies published in leading organizational psychology journals (e.g., Ferris et al, 2005 ; Yang et al, 2019 ), the purpose of Study 4 was to build on our prior results to further validate our MIPS Scale. Results from studies 1 to 3 suggest that MIPS has three dimensions: supporting, motivating and managing conflict, and a superordinate MIPS factor.…”
Section: Phase 3: Validation Of the Managerial Interpersonal Skills (mentioning
confidence: 85%
“…Finally we conducted our main validation study with a multilevel matched supervisor-subordinate sample (Study 4). Our procedures across these four studies were designed to be consistent with other scale development papers published in top organizational psychology journals (e.g., Ferris et al, 2005 ; Yang et al, 2019 ). All four studies were IRB approved as minimal risk with participant consent obtained.…”
Section: Phase 2: Developing and Testing A Preliminary Measure Of Manmentioning
confidence: 99%
“…In the case of many stakeholders, one waits to listen to others responses and feeling due to the slow process of communications. It sketch icon of regret and anxiety on individuals face although he/she may try to show amusement and encouraging gesture among peers (Yang et al, 2019). Although, individuals are implanted in cultural boundaries that enable them to show off feelings, emotions outwards, which provide them peace and calm (Lu & Guy, 2019).…”
Section: Introductionmentioning
confidence: 99%