期刊名称：International Journal of Academic Research in Business and Social Sciences
电子版ISSN：2222-6990
出版年度：2018
卷号：8
期号：9
页码：1434-1449
DOI：10.6007/IJARBSS/v8-i9/4707
语种：English
出版社：Human Resource Management Academic Research Society
摘要：Leaders’ emotions management plays a significant role to shape the followers’ behavioral outcomes, therefore, leaders try to regulate their emotions at the workplace with a view to influencing their followers’ behaviors. Moreover, emotional sincerity is a relatively new concept and this study took the first attempt to give insight understanding and clear picture about the role of leaders’ emotional sincerity in emotions management studies. The purpose of this study is to identify the new perspective of perceived emotional sincerity while discussing the role of leaders’ emotional labor strategies to shape the followers’ behaviors and this stream line of research is totally ignored in previous studies. This study examined the role of leaders’ emotional labor strategies (surface acting & deep acting) towards followers’ behaviors by concentrating on the moderating role of followers’ perceived emotional sincerity. The study is descriptive and quantitative in nature. Data have been collected by 200 dyads (Leader-Follower) from Malaysian NGOs by applying simple random sampling technique. Scales validation has been checked by confirmatory factor analysis (CFA) by using Smart PLS. Moreover, the structural equation modeling technique (SEM) has been used to test the hypotheses. Findings revealed that leaders’ surface acting is negatively and significantly related to followers’ behaviors (emotional engagement & positive emotional reactions). Moreover, results also enlightened that leaders’ deep acting has a positive and significant association with followers’ behaviors (emotional engagement & positive emotional reactions). Additionally, followers’ perceived emotional sincerity also significantly moderates on the relationship of leaders’ emotional labor strategies and followers’ behaviors. This study gives new direction for future studies to empirical test the ignored role of leaders’ emotional sincerity in emotions related studies.
