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The Comparison of Surface Emotional Labor's Effect to Leaders and Peers

[Speaker] Liu, Ting:1
[Co-author] Yao, Xiang:1, Pei, Huanchang:1, Liu, Qishuo:1, Wu, Anni:2
1:Peking University (China (People's Republic of China)), 2:South China Normal University (China (People's Republic of China))

Surface acting has been widely studied in organizational research recently owing to its impact on organizational outcomes. Past researches have indicated that employees in service industry frequently use surface acting in interactions with external customers. This study aims to examine the employees' surface acting strategy used in interactions with internal members of the organization (leaders and peers), as well as the influence of surface acting to employees' performance and relationship outcomes. Data were collected from 51 work groups (112 focal persons, 51 leaders, and 51 peers) that are responsible for the network line from a communication company based in Shenzhen, China. Results show that employees' faking positive emotions influence their performance outcomes such as in-role performance and promotability as well as relationship satisfaction. Meanwhile, the influence of employees' surface acting differs in the leader situation and the peer situation.
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