The Study On The Cross-level Influence Of Leader Emotional Labor On Employee Task Performance

In recent years, emotional labor issues in the organization have become the focus of managers and researchers. The emotion feelings and expressions of organization members will affect their attitude and behavior, then even effect enterprise existence and development. Therefore, how to apply a suitable emotional labor strategy and manage emotional expression effectively becomes very important. At present,the study on emotional labor mainly focuses on frontline service personnel to explore the influencing factors of employees' emotional labor, as well as the effect of different emotional labor strategies on employees' attitude and behaviors,the deep discussion in leader emotional labor is still deficient. However, in the process of leader-member communication, leaders will also manage their emotion or expression, and what kind of impact will the leader take different emotional labor strategies on their own emotional states and employees' behavior? What kinds of impact will the leaders' and employees' emotional states on employees' attitude and behavior respectively? In this case, it will be more meaningful to explore the influence of leader emotional labor, emotion states and employees' emotion states on employees' attitude and behavior from leadership and employee perspectives respectively.Based on the theories of resource conservation theory, emotional events theory and emotional contagion theory, we reviewed some related literatures about emotional labor, emotional states and task performance, and established a cross-level model to study the influence of leader emotional labor on employees' task performance, and the correlation suppositions were proposed; then we used a structured questionnaire to investigate leaders and their subordinates in some companies in Hunan, Zhejiang and Guangdong, and the reliability and validity of scales were empirically tested by SPSS20.0 and Amos20.0; then, the HLM method was adopted to test the hypothetical model; finally, we summarized the research conclusions and pointed out its limitations and its future directions of developments.The results suggest that, the scales used in this paper all had good reliability and validity. In the leadership level, leaders' surface acting was positively related to the leaders' negative emotional state, and negatively related to the employees' task performance; leaders' deep acting and genuine emotion displays were positivelyrelated to leaders' positive emotional state and employees' task performance; leaders' positive emotional state was positively related to employees' task performance, while leaders' negative emotional state was opposites; leader positive emotion states was the medium of the relationship between leader emotional labor and employee task performance. In the employee level, the employees' positive emotional state was positively related to their task performance, employees' positive emotional state was negatively to their task performance. This study not only enriched the empirical researches about emotional labor and emotional states, but also provided some suggestions to encourage leaders and staff to choose the correct emotion regulation strategies and express right emotions to improve the task performance.