- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Purpose- The aim of this study is to investigate the association between perceptions of leader emotion regulation strategies and followers’ organizational commitment. In particular, this study using Social Exchange Theory as a framework examines the association between leader surface and deep acting and followers’ affective, normative and continuance organizational commitment. Design/methodology/approach- Survey data were collected from 323 employees of five service sector organizations in Anhui province, China. Further, PLS-SEM technique was used to perform quantitative analysis. Findings- The findings suggest that leader surface acting has a negative influence on followers’ affective commitment, normative commitment, and continuance commitment. In contrast, leader deep acting has a positive influence on followers’ affective commitment, normative commitment, and continuance commitment. Practical implications- The findings suggest that leaders should be careful in managing their affective display. They may like to improve their followers’ affective commitment, normative commitment and continuance commitment by using deep acting. In contrast, leader surface acting may weaken their followers’ affective commitment, normative commitment and continuance commitment. Originality/value- This study extends Social Exchange Theory in the context of emotional labor by examining the link between perceptions of leader surface and deep emotional strategies and followers’ affective, normative and continuance organizational commitment.
The current study has offered an empirical verification of the link between leader surface and deep acting and followers’ organizational commitment. Parallel to anticipated hypotheses, this study validates that leader deep acting has a significant favorable link with all the three components of organizational commitment i.e. followers’ affective, normative and continuance commitment. On the other hand, leader surface acting verifies a significant negative link with followers’ affective, normative and continuance commitment. These findings are consistent with the previous research which suggests that emotional labor has the ability to predict organizational commitment (Cho et al., 2013; Shin et al., 2015). The findings also support earlier research on strategic HRM which recommends that fair HRM practices can be helpful in encouraging followers and making them a pillar of competitive gain, which further have added benefits for high performance work systems (Datta et al., 2005).
On the whole, this study adds to extent literature and theory in four important ways. Firstly, the present study offered an extension of social exchange theory (Blau, 1964; Homans, 1958), in the setting of emotional labor via assessing the differential base of deep and surface acting on followers’ affective, normative and continuance commitment, therefore, broadens the theoretical understanding of this phenomenon. Secondly, researchers have shown rising interest in reviewing emotional labor outcomes. Thus this study responded these calls by clarifying the mechanism owing to leader surface and deep acting impacts followers’ behaviors (Fisk and Friesen, 2012; Grandey and Gabriel, 2015; Humphrey et al., 2015), hence, contributes to extent literature stressing the positive/negative outcomes of leader emotions on followers’ attitudes. The third theoretical addition is that, so far, extent of emotional labor literature has discussed on employees’ emotional labor towards customers’.