The emotional discrepancy that results from being told to show emotions other than those one is experiencingknown as emotional labor-is difficult for most individuals to reconcile (Hoschild, 1983). Our emotions are a central part of our life, imbued on our daily experiences by their influence on our thoughts, words, and actions. Acting on the belief that strong negative emotional displays disrupt organizational efficiency, contribute to employee burnout, and diminish customer relations, organizations create emotional display policies restricting expression of such emotions (Cropanzano, Weiss, & Elias, 2003). However, these emotional demands are detrimental to employee well-being (Goldberg & Grandey, 2007;Grandey, 2003;Morris & Feldman, 1997), resulting in heightened stress levels (Prati, Liu, Perrewe, & Ferris, 2009). Display rules are one way employees have emotional demands placed on them. More commonly, if not so represented in the emotions literature, emotional demands placed on employees come from their leaders.Leaders are well positioned to interpersonally manage emotions (George, 2000;Humphrey, 2002) and are expected to "intervene effectively and preventively" (Ashkanasy & Daus, 2002, p. 80) when employees experience negative emotions. The prevailing research in the emotions and leadership literature suggests that emotion management is an expected component of leadership (e.g., Cóté, Lopes,