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This study uses S. E. Hobfoll's (1989) conservation of resources theory as a means of examining why emotional labor may or may not result in burnout. A model is developed that proposes that workers attempt to cope with role demands by performing surface or deep acting and that the effect of this expenditure of resources on worker burnout depends on the more immediate rewards of the service encounter and the application of internal and external resources specific to the needs at hand. This model is tested and confirmed using cross-sectional survey responses from 236 working adults. Research and practical implications are discussed.

This paper describes the development and validation of the Emotional Labour Scale (ELS) as tested on samples of 296 and 238 respondents. The ELS is a 15‐item self‐report questionnaire that measures six facets of emotional display in the workplace, including the frequency, intensity and variety of emotional display, the duration of interaction, and surface and deep acting. Estimates of internal consistency for the subscales ranged from .74 to .91. Confirmatory factor analysis results provided support for the existence of six unidimensional subscales. Evidence was also provided for convergent and discriminant validity.

As noted by McGill and Slocum (1998), effective leadership tends to operate as a contingency theory. The romanticized notion of celebrity CEOs that has been lionized in the popular business press has its place in the leadership pantheon, but, like any other approach to leadership, has limitations in its application. In particular, as discussed by Collins (2001a), sustained organizational functioning is more likely to be the result of the celebrity’s antithesis, a person possessing a blend of humility and strong personal will. This article draws from a diversity of sources in order to explore this potential nexus between humility and leadership. It offers a precise conceptualization of the concept of humility, identifies traits that are predictors of humility as well as the specific leadership behaviors that are likely to be the outcomes of high levels of humility.

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