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Transformational Leadership and Emotional Labor: The Mediation Effects of Psychological Empowerment.
Int J Environ Res Public Health. 2023 Jan 06; 20(2)IJ

Abstract

In order to survive the fiercer competition, more and more service firms emphasize front-line employees' role of creating excellent customer experience by displaying positive emotions during the service interactions. However, the underlying mechanisms for the relationship between transformational leadership and front-line employees' emotional labor remain unclear. Drawing upon the conservation of resources (COR) theory, this study develops a conceptual model in which transformational leadership influences front-line employees' emotional labor through the mediator of psychological empowerment. By collecting data from 436 employees in five call centers, we tested our model and hypotheses through PROCESS 3.3 macro for SPSS developed by Hayes. The results show that transformational leadership shows positive and negative effects on deep acting and surface acting, respectively. The positive effect on deep acting is partially mediated by psychological empowerment, while the negative effect on surface acting is fully mediated by psychological empowerment. Specifically, two dimensions of psychological empowerment (impact, self-efficacy) play negative mediating roles between transformational leadership and surface acting, while impact, self-determination, and self-efficacy play positive mediating roles of transformational leadership and deep acting. The findings advance our understanding about how transformational leadership influences front-line employees' emotional labor by introducing psychological empowerment as a mediator.

Authors+Show Affiliations

School of Economics and Management, Xi'an University of Technology, Xi'an 710054, China.School of Economics and Management, Xi'an University of Technology, Xi'an 710054, China.School of Economics and Management, Xi'an University of Technology, Xi'an 710054, China.

Pub Type(s)

Journal Article

Language

eng

PubMed ID

36673786

Citation

Cheng, Pengfei, et al. "Transformational Leadership and Emotional Labor: the Mediation Effects of Psychological Empowerment." International Journal of Environmental Research and Public Health, vol. 20, no. 2, 2023.
Cheng P, Liu Z, Zhou L. Transformational Leadership and Emotional Labor: The Mediation Effects of Psychological Empowerment. Int J Environ Res Public Health. 2023;20(2).
Cheng, P., Liu, Z., & Zhou, L. (2023). Transformational Leadership and Emotional Labor: The Mediation Effects of Psychological Empowerment. International Journal of Environmental Research and Public Health, 20(2). https://doi.org/10.3390/ijerph20021030
Cheng P, Liu Z, Zhou L. Transformational Leadership and Emotional Labor: the Mediation Effects of Psychological Empowerment. Int J Environ Res Public Health. 2023 Jan 6;20(2) PubMed PMID: 36673786.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Transformational Leadership and Emotional Labor: The Mediation Effects of Psychological Empowerment. AU - Cheng,Pengfei, AU - Liu,Zhuangzi, AU - Zhou,Linfei, Y1 - 2023/01/06/ PY - 2022/12/15/received PY - 2023/01/02/revised PY - 2023/01/03/accepted PY - 2023/1/21/entrez PY - 2023/1/22/pubmed PY - 2023/1/22/medline KW - emotional labor KW - psychological empowerment KW - transformational leadership JF - International journal of environmental research and public health JO - Int J Environ Res Public Health VL - 20 IS - 2 N2 - In order to survive the fiercer competition, more and more service firms emphasize front-line employees' role of creating excellent customer experience by displaying positive emotions during the service interactions. However, the underlying mechanisms for the relationship between transformational leadership and front-line employees' emotional labor remain unclear. Drawing upon the conservation of resources (COR) theory, this study develops a conceptual model in which transformational leadership influences front-line employees' emotional labor through the mediator of psychological empowerment. By collecting data from 436 employees in five call centers, we tested our model and hypotheses through PROCESS 3.3 macro for SPSS developed by Hayes. The results show that transformational leadership shows positive and negative effects on deep acting and surface acting, respectively. The positive effect on deep acting is partially mediated by psychological empowerment, while the negative effect on surface acting is fully mediated by psychological empowerment. Specifically, two dimensions of psychological empowerment (impact, self-efficacy) play negative mediating roles between transformational leadership and surface acting, while impact, self-determination, and self-efficacy play positive mediating roles of transformational leadership and deep acting. The findings advance our understanding about how transformational leadership influences front-line employees' emotional labor by introducing psychological empowerment as a mediator. SN - 1660-4601 UR - https://www.unboundmedicine.com/medline/citation/36673786/Transformational_Leadership_and_Emotional_Labor:_The_Mediation_Effects_of_Psychological_Empowerment_ DB - PRIME DP - Unbound Medicine ER -
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