| The purpose of this study was: (a) to examine the different factors that would lead change implementers to perform emotional labor either through surface acting (i.e., faking) or deep acting (i.e., feeling), and (b) to identify the different norms characterizing implementers' emotive behaviors as well as the means by which they are socialized to these norms. Results from this study revealed that managers' degree of self-monitoring and identification with their role significantly predicted deep acting behaviors while the degree to which managers understood and practiced certain emotional norms significantly predicted their inclination to surface act. Of the several sets or categories of variables assessed in this study, communication was the only notable predictor and was significantly predictive of surface acting but not deep acting. Qualitative data from open-ended interviews further revealed five themes depicting the emotive norms to which managers, as change implementers, most commonly adhere, including: emotional restraint, directness/honesty, empathy/compassion, positive/empowering, and detachment. Results also point to myriad sources by which these norms are then communicated and shared among leaders, including: culture/industry, academic and professional training, prior experience, intuition/personal values, and popular press literature. Ultimately, these findings underscore the emotionality of planned organizational change as well as give cause for researchers to examine emotional labor across a variety of industries, professions, and organizational contexts. |
