The Role Of Emotional Labor In The Leader’s Management:Leader’s Emotional Labor Has An Effect On Leader And Subordinate’s Behavior And Attitudes

Leaders can be an emotional laborer, according to according to organizational requirements and objectives leaders need to adjust their emotion which is expressed to their subordinates when they work in the organization. Sociologist Hochschild (1983) based on the service industry practitioners first proposed emotional labor. Ashforth and Humphrey (1993) and Morris and Feldman (1996) have been extended to the field of emotional labor throughout the organization, and they proposed that the individual in the organization could be performed emotional labor. Humphrey (2008) maintained that leaders could be leading with emotional labor. Therefore, leaders’ leading with emotional labor had become an issue in Organizational Behavior. Many studies had systematic analyzed the leaders’ emotional labor strategies and how the leaders’ emotional labor strategies influence leaders and their subordinates in theory. However, there are little empirical researches in leaders’ emotional labor.Leaders have three emotional labor strategies, for example surface acting, deep acting and display genuine emotions. The three emotional labor strategies can influence leaders’ and their subordinates’ behavior and attitudes in the work. In recent years, some foreign scholars have done some empirical researches to analysis the leaders’ emotional labor. However, our scholars haven’t done those empirical researches. With the in-depth study of leaders’emotional labor, the three different emotional labor strategies have different effects on the leaders and subordinates.Leaders have three emotional labor strategies, and the three different strategies have different effects on the leaders’ and subordinates’ behavior and attitudes in the work. Based on previous studies, this research has in-depth analyzed the leaders’emotional labor strategies and how does the leaders’ emotional labor strategies influence leaders and their subordinates. Leaders’ emotional labor could influence leaders’ emotional exhaustion and job satisfaction. Leaders’ emotional labor could influence subordinates’ organizational citizenship behavior and job satisfaction. Furthermore, subordinates perceived leader authenticity mediates the relationship between leaders’ emotional labor and subordinates’ organizational citizenship behavior, and the subordinates’ emotional reactions mediates the relationship between leaders’ emotional labor and subordinates’ job satisfaction.Using questionnaire survey, we collected 201 pairs of leader-subordinate dyad date in China organizations. The results showed leader’s display genuine emotions is positively related to leader’s job satisfaction, and leader’s deep acting and display genuine emotions are both positively related to subordinates perceived leader authenticity. In addition, subordinates perceived leader authenticity is positively related to subordinate’s organizational citizenship behavior. And subordinates perceived leader authenticity mediates the relationship between leader’s deep acting and display genuine emotions and subordinates’organizational citizenship behavior (OCBI & OCBO). Furthermore, leader’s deep acting and display genuine emotions are both positively related to subordinate’s emotional reactions, and subordinate’s emotional reactions is positively related to subordinate’s job satisfaction. In addition, subordinate’s emotional reactions mediates the relationship between leader’s deep acting and display genuine emotions and subordinate’s job satisfaction.