Abstract
Summary This study proposes and tests a meso-level model of deep acting in work teams that draws on emotional contagion theory to explain how shared means of complying with display rules can arise in work teams. We argue that the presence of influential deep actors can lead to greater convergence (lower dispersion) on individual deep acting in the team. That is, team members behave more similarly. When a team has greater convergence, deep acting by individual members should be related to lower emotional exhaustion and higher job satisfaction and in-role performance. In a sample of mature work teams, these hypotheses received general support. Our findings suggested that team-level deep acting effects can foster benefits for team members (lower emotional exhaustion and higher satisfaction) and organizations (higher job performance). Copyright © 2014 John Wiley & Sons, Ltd.
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