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Journal of Business Ethics
Erschienen in: Journal of Business Ethics 2/2019

19.02.2018 | Original Paper

Does Servant Leadership Affect Employees’ Emotional Labor? A Social Information-Processing Perspective

verfasst von: Junting Lu, Zhe Zhang, Ming Jia

Erschienen in: Journal of Business Ethics | Ausgabe 2/2019

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Abstract

Emotion management in the workplace is drawing increasing attention from researchers. However, they still know little about how positive leadership affects employees’ emotional labor. Building on social information-processing theory, we examine whether and how a servant leadership style influences employees’ emotional labor. Using a sample of 305 employees in 81 work units of 25 subcorporations at a food company in China, we find that servant leadership relates negatively to surface acting (i.e., regulating facial expressions) but relates positively to deep acting (i.e., regulating inner feelings) at work. We also find that the indirect effect of servant leadership on surface/deep acting via affective trust is stronger than the indirect effect via cognitive trust. Our research reveals that servant leadership influences employees’ emotional labor more through affective trust than cognitive trust. We discuss the theoretical and practical implications of our findings.
Vorheriger Artikel Why Moral Followers Quit: Examining the Role of Leader Bottom-Line Mentality and Unethical Pro-Leader Behavior
Nächster Artikel To Help My Supervisor: Identification, Moral Identity, and Unethical Pro-supervisor Behavior

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Metadaten
Titel
Does Servant Leadership Affect Employees’ Emotional Labor? A Social Information-Processing Perspective
verfasst von
Junting Lu
Zhe Zhang
Ming Jia
Publikationsdatum
19.02.2018
Verlag
Springer Netherlands
Erschienen in
Journal of Business Ethics / Ausgabe 2/2019
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI
https://doi.org/10.1007/s10551-018-3816-3

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