Abstract
Emotional labor strategy is an important predictor of work stress, performance, and turnover. However, the antecedents of emotional labor strategy remain unclear. From situation perspective, this study tested the relationships among transformational leadership, work engagement, and emotional labor strategy. Results demonstrated that transformational leadership had positive effect on surface acting and deep acting, and work engagement partially mediated the relationships between transformational leadership and deep acting. Implications and future research suggestions were discussed.
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