Good acting requires a good cast: A meso-level model of deep acting in work teams

Becker, William J.; Cropanzano, Russell

doi:10.1002/job.1978

Cited by 28 publications

(36 citation statements)

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“…On both a collective and an individual level intervention could, for example, encourage employees to use reevaluation as this emotion regulation strategy moderates the effect of emotional dissonance on burnout. In their study, Becker and Cropanzano () suggested that team‐level deep acting effects can foster benefits for team members (lower emotional exhaustion and higher satisfaction) and organizations (higher job performance). Moreover while team collaboration problems appear as an important predictor of burnout among health care professionals (Van Bogaert, Clarke, Vermeyen, Meulemans, & Van de Heyning, ), our study clearly indicated that reflexivity among teams and specially social reflexivity represents a strong social resource.…”

Section: Discussionmentioning

confidence: 99%

Emotional Dissonance and Burnout: The Moderating Role of Team Reflexivity and Re-Evaluation

Andela

Truchot

2016

Stress Health

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The aim of the present study was to better understand the relationship between emotional dissonance and burnout by exploring the buffering effects of re-evaluation and team reflexivity. The study was conducted with a sample of 445 nurses and healthcare assistants from a general hospital. Team reflexivity was evaluated with the validation of the French version of the team reflexivity scale (Facchin, Tschan, Gurtner, Cohen, & Dupuis, 2006). Burnout was measured with the MBI General Survey (Schaufeli, Leiter, Maslach, & Jackson, 1996). Emotional dissonance and re-evaluation were measured with the scale developed by Andela, Truchot, & Borteyrou (2015). With reference to Rimé's theoretical model (2009), we suggested that both dimensions of team reflexivity (task and social reflexivity) respond to both psychological necessities induced by dissonance (cognitive clarification and socio-affective necessities). Firstly, results indicated that emotional dissonance was related to burnout. Secondly, regression analysis confirmed the buffering role of re-evaluation and social reflexivity on the emotional exhaustion of emotional dissonance. Overall, results contribute to the literature by highlighting the moderating effect of re-evaluation and team reflexivity in analysing the relationship between emotional dissonance and burnout. Copyright © 2016 John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 99%

Emotional Dissonance and Burnout: The Moderating Role of Team Reflexivity and Re-Evaluation

Andela

Truchot

2016

Stress Health

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“…On one hand, researchers found that display rules, referred to perceived expectations to display positive emotions and suppressing negative emotions, positively related to burnout (Brotheridge & Grandey, ; Cheung & Tang, ; Kammeyer‐Mueller et al, ). On the other hand, specific emotional regulation strategies such as deep acting (when individuals change their actual experienced emotions to conform to display rules) and surface acting (when individuals fake desired emotions or suppress undesired emotions to meet job requirements) have also been found to positively relate to burnout (Becker & Cropanzano, ; Grandey & Melloy, ; Kammeyer‐Mueller et al, ; Sliter et al, ). In addition, previous research has found that display rules, which tend to be stable within individuals (Xanthopoulou, Bakker, Oerlemans, & Koszucka, ), positively predicted both deep acting and surface acting (Mesmer‐Magnus, DeChurch, & Wax, ), indicating that individuals' perception of display rules can affect how they regulate their emotions at work and is thus likely to affect how they react to emotion‐depleting experiences such as workplace incivility.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

The spillover effects of coworker, supervisor, and outsider workplace incivility on work‐to‐family conflict: A weekly diary design

2019

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Summary This study used an experience sampling design to examine the spillover effects of experienced workplace incivility from organizational insiders (coworkers and supervisors, respectively) and organizational outsiders (patients and their visitors) on targets' work‐to‐family conflict and to test the mediating effect of burnout and the moderating effect of display rules. Data collected over five consecutive weeks from 84 full‐time nurses showed that within individuals, weekly experiences of coworker incivility and outsider incivility were positively related to weekly experience of work‐to‐family conflict, and burnout mediated these relationships while controlling for initial level of burnout before participants started a week's work. In addition, display rules, defined as the extent to which individuals perceive they are expected to display desired positive emotions and suppress negative emotions at work, moderated the relationship between outsider incivility and burnout; specifically, the positive relationship between weekly outsider incivility and burnout was stronger for individuals who perceived a higher level of display rules. Our findings contribute to the literature by demonstrating the mediating effect of burnout and the moderating effect of perceived display rules in the relationship between workplace incivility from multiple sources and work‐to‐family conflict from a resource perspective.

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“…In brief, the literature generally portrays emotional labor theory as a more restricted set of concepts, namely, intrinsic ER strategies used in interpersonal work contexts to achieve organizational emotional display demands (Becker and Cropanzano ; Diefendorff et al . ).…”

Section: Conceptualizing Er At the Individual Levelmentioning

confidence: 99%

“…Some researchers have recognized that emotional labor occurs at multiple levels and can be framed within interpersonal ER (e.g. Ashkanasy and Humphrey ; Becker and Cropanzano ; Côté ; Côté et al . ).…”

Section: Er At the Interpersonal Levelmentioning

confidence: 99%

Interpersonal Emotion Regulation in the Workplace: A Conceptual and Operational Review and Future Research Agenda

Troth

Lawrence

Jordan

et al. 2017

Int J Management Reviews

101

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Employees need to regulate their own emotions as well as the emotions of others to enhance the quality of interactions with their colleagues. How well this is achieved has important outcomes for both employees and the organizations in which they work. In the field of organizational science, however, differing approaches have emerged regarding the conceptualization and operationalization of emotion regulation (ER) particularly in terms of interpersonal interactions. The present review examines contemporary theoretical perspectives of ER and its measurement with a view to resolving the confusion that currently exists around interpersonal ER in a workplace context. To understand how this field of research has developed so diversely, the authors begin by demonstrating the influence of three major individual-level ER models on interpersonal-level approaches: (1) the ER process model; (2) emotional labor; and (3) emotional intelligence. Moreover, to make sense of the range of interpersonal-level research underpinned by these theories, the authors present a 2×2 categorization, developed by Zaki and Williams (2013), which shows how workplace researchers have variously approached interpersonal ER as an intrinsic vs. extrinsic process, with activation of either response-dependent or response-independent categories. This categorization broadly shows interpersonal ER theory used in work contexts tends to fall into four groupings as: (1) a purely extrinsic process; (2) a differentiation of extrinsic interpersonal from intrinsic individual ER; (3) co-occurring intrinsic and extrinsic interpersonal ER; or (4) interpersonal coregulation. This paper also discusses the measurement of interpersonal ER and concludes by highlighting emerging research directions.

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Good acting requires a good cast: A meso-level model of deep acting in work teams

Cited by 28 publications

References 100 publications

Emotional Dissonance and Burnout: The Moderating Role of Team Reflexivity and Re-Evaluation

Emotional Dissonance and Burnout: The Moderating Role of Team Reflexivity and Re-Evaluation

The spillover effects of coworker, supervisor, and outsider workplace incivility on work‐to‐family conflict: A weekly diary design

Interpersonal Emotion Regulation in the Workplace: A Conceptual and Operational Review and Future Research Agenda

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