Record Detail

Purpose The purpose of this study was to test whether we
could train the regulation of affective displays of leaders in
terms of the emotion regulation strategy of deep acting
(displaying feelings one also experiences) and display of
positive affect. We also tested whether this resulted in
improved leadership effectiveness (i.e., a mediation model
in which the training results in greater leadership effec-
tiveness through improved emotion regulation).
Design/Methodology/Approach Data were obtained from a
field experiment. We randomly assigned N = 31 leaders
(rated by N = 60 subordinates) to a control group without
training or an experimental group with emotion regulation
training. Before and 2 weeks after the intervention, deep
acting (leader-rated) and positive affective displays and
leadership effectiveness (subordinate-rated) were assessed.
Findings The training had positive effects on deep acting,
positive affective displays, and leadership effectiveness.
Deep acting and positive affect mediated the relationship
between the intervention and leadership effectiveness.
Implications We discuss how this helps build the case both
for an emotional labor approach to leadership and for the
leadership development potential of such an emotional
labor approach.