Role of Leaders’ Emotional Labor toward Leader’s Job Satisfaction and Emotional Exhaustion: Moderating Role of Psychological Capital

Abstract

Everyone has to manage the emotions during their interaction with others; similar case is with the leaders in organizations. Leaders’ actively and continually regulate their emotional state. The crucial role of emotions in interactional process as well in decision making triggers leaders to be vigilant about their emotional labor strategies. Thus emotional labor has become an emerging construct in leadership domain. This study has collected data from 250 doctors working in private and public hospitals in Gujranwala. Findings demonstrated leaders’ deep acting as well as displaying natural emotions are positively associated with job satisfaction and negatively associated with leaders’ emotional exhaustion. Moreover, surface acting has significant positive relationship with leaders’ emotional exhaustion and negative relationship with leaders’ job satisfaction. Psychological capital significantly moderated the relationship between leaders’ emotional labor strategies, leaders’ job satisfaction and leaders’ emotional exhaustion.

Does Emotional Labor Trigger Turnover Intention? The Moderating Effect of Fear of COVID-19

“…Our findings show that positive display rules positively affect deep acting and the expression of naturally felt emotions, while negative display rules negatively affect surface acting; this is consistent with the research results of Kim (2008) [52] and Cheung et al (2018) [111]. Deep acting and the expression of naturally felt emotions are related to low emotional exhaustion and high job satisfaction, while surface acting is related to high emotional exhaustion and low job satisfaction; this finding is consistent with the research results of Jin et al (2020) [7], Lee et al (2019) [73], Muparangi et al (2021) [61], and Noreen et al (2021) [13]. However, our results are slightly different from those of Anafarta (2015), whose results show that the expression of naturally felt emotions is not related to job satisfaction.…”

“…Expression of naturally felt emotions is a spontaneous behavior that occurs when an internal emotion is consistent with specified service expectations during job execution and little effort is needed to express the emotion. Diefendorff et al (2005) determined that the expression of naturally felt emotions is different from deep acting or surface acting [11].Therefore, this study considers three dimensions of emotional labor strategies: deep acting, expression of naturally felt emotions, and surface acting [12][13][14]. In addition, this study includes the expression of naturally felt emotions as an independent variable in emotional labor research.…”

“…When engaged in emotional labor, workers must adopt appropriate strategies to adjust their feelings and displays. Based on prior studies [12][13][14], emotional labor strategies are divided into three dimensions: deep acting, expression of naturally felt emotions, and surface acting in this study.…”

“…The expression of naturally felt emotions was proposed as a new emotional labor strategy by Ashforth & Humphrey (1993) and Diefendorff et al (2005) [10,11]. Since then, a small number of studies have been conducted on these three dimensions of emotional labor strategies [12][13][14]. Therefore, based on the theory of emotion regulation strategies and conservation of resources theory (COR), this study expounds on the relationship between emotional labor strategies and both emotional exhaustion and job satisfaction.…”

The healthy management: the moderator role of transformational leadership on health workers

“…Taking into account its main components, transformational leadership generates a process of influence at the cognitive and emotional level. The leader represents and defends the beliefs and values of the organization but has an emotional aspect that involves the adherence of workers to the well-being of the group (Ribeiro et al, 2018) The way in which each of the components influences the interaction between the worker and the organization itself is decisive to understand that the leader's function surpasses the purely circumscribed aspects of the task, thus relating to the affective organizational commitment and followers' effectiveness (Pierro et al, 2013, Noreen et al, 2021 and in this sense, organizations can exercise and improve healthy leadership. This involves both behavioural, cognitive and emotional aspects, taking into account the link between workers and manager.…”