Emotional labor directed at leaders: the differential effects of surface and deep acting on LMX.

We extend leader–member exchange (LMX) theory by examining subordinate emotional labor directed at leaders as a means of influencing LMX. Specifically, we propose that surface and deep acting have differential effects on supervisor support, which, in turn, influences subordinate perceptions of LMX. We develop a model in which supervisor support mediates the opposing indirect effects of surface and deep acting on LMX. We test this model with data collected in two waves from a sample of 590 employees and find empirical support for our hypotheses. Specifically, a series of hierarchical linear modeling analyses was conducted with Monte Carlo simulation. The test results showed that subordinate surface acting directed at supervisors has a detrimental indirect effect on subordinate perceptions of LMX, whereas deep acting directed at supervisors has the opposite (beneficial) effect. These findings indicate that subordinates can improve their relationships with their supervisors by engaging in deep acting; however, surface acting harms this relationship. [ABSTRACT FROM AUTHOR]