Abstract
The purpose of this study is to examine the relationship between leaders' emotional labour strategies (surface acting and deep acting) and followers' emotional engagement while concentrating on the mediating role of perceived transformational leadership. By using mail and personal administrated survey method, data were collected by 372 employees (33 supervisors and 339 subordinates/followers) of 87 NGOs in Malaysia. We employed the confirmatory factor analysis (CFA) and structural equation modelling (SEM) techniques for the statistical analysis. The findings revealed that leaders' emotional labour strategies (surface acting and deep acting) play a significant role to influence their subordinates' emotional engagement. Specifically, leaders' surface acting negatively affects the followers' emotional engagement, and deep acting has a positive relationship with followers' emotional engagement. Moreover, perceived transformational leadership significantly mediates the relationship between leaders' emotional labour strategies (surface acting and deep acting) and followers' emotional engagement. This study gives an insightful understanding of the crucial roles of leaders' emotions and followers' emotional engagement in the workplace.
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