情感(语言学)
心理学
调解
社会心理学
渐晕
员工敬业度
背景(考古学)
情感劳动
调解
情绪传染
消极情绪
公共关系
社会学
政治学
古生物学
生物
社会科学
沟通
作者
Lynn Schmodde,Marius Claus Wehner
摘要
Abstract During a crisis, leaders experiencing fear have to decide whether to reveal or regulate their emotions. Drawing on the emotions as social information (EASI) model and employing an experimental vignette study ( n = 159) in the context of a young firm's crisis, we compare employee reactions (i.e., employee affect, job engagement, and affective commitment) to different leader emotional display strategies, namely, deep acting, surface acting, and genuine emotions. Compared with a leader's genuine emotions (i.e., display of fear), surface acting increased negative affect, whereas deep acting reduced negative affect. With regard to the total effects of our mediation model, surface acting negatively influenced employee job engagement and affective commitment, whereas deep acting surprisingly showed no differences to the display of genuine emotions. Our findings indicate that leaders who experience fear may consider revealing this genuine emotion during a crisis rather than engaging in potentially inauthentic emotion regulation strategies.
科研通智能强力驱动
Strongly Powered by AbleSci AI