员工情绪劳动对创造力的“双刃剑”效应——领导信任的中介作用

The“Double-Edged Sword”Effect of Employees’Emotional Labor on Creativity:The Mediating Role of Leaders’Trust

面临领导较为粗鲁的对待,员工针对领导的情绪劳动会如何影响员工创造力?信任构建视角给出了两种不同预测:一方面,情绪劳动会让外显情绪发挥理想的社交功能,让领导更多看到员工的"好的一面",这能帮助提升领导信任从而促进员工创造力;另一方面,情绪劳动可能被解读为不真诚,反而降低领导对其信任,不利于员工向领导获得对其创新工作的支持。该研究基于情绪劳动的不同类型(深层调节与表层扮演),运用认知失调理论对上述分歧进行了研究与化解。通过历时三阶段,针对813位员工的实证研究发现:深层调节有利于增进领导信任以提高自身创造力,表层扮演起相反效果。此文贡献表现在:将情绪劳动的研究对象从一贯局限于"对组织外的顾客"拓展到"对组织内的领导",并从情绪劳动的视角丰富了员工创造力的前因研究。

How does the use of emotional labor in responding to supervisors’abuse affect employees’creativity?Answers to this research question have primarily diverged into two alternative accounts.On the one hand,emotional labor will let explicit emotions play an ideal social function and make leaders see more of the"good side"of employees,which can help improve leaders’trust and thus promote employees’creativity.On the other hand,yet,emotional control of employees may be interpreted as insincere,which will reduce leaders’trust to employees,and thus is not conducive for employee to obtain the support from leaders for their innovative work.By distinguishing deep acting from surface acting(two different kinds of emotional labor),we apply cognitive dissonance theory to reconcile the divergent accounts.Results from a three-wave field data from 813 employees and their corresponding leaders suggested that deep acting improved creativity via enhancing leader trust,whereas surface acting decreased creativity via hurting leader trust.The contributions of this paper are as follows:The study objects of emotional labor are expanded from"customers outside the organization"to"leaders within the organization",and the antecedents of employees’creativity are enriched from the perspective of emotional labor.