Emotional Labor Within Teams: Outcomes of Individual and Peer Emotional Labor on Perceived Team Support, Extra-Role Behaviors, and Turnover Intentions

Abstract

We investigated the relationship of emotional labor to perceived team support, extra-role behaviors, and turnover intentions. Our primary research question involved whether the relationships of individual deep acting with perceived team support and extra-role behaviors were conditional on the level of peer deep acting in the team. The possibilities were explored in two field studies. Study 1 sampled 195 students in 47 project teams multiple times over the course of a semester. Study 2 surveyed 202 nurses and their supervisors within 35 teams in a hospital. The multilevel results of both studies showed that the relationships between individual deep acting and outcome variables were dependent upon the level of peer deep acting in the team. As expected, individual and peer surface acting had only direct relationships with the same outcomes. These findings provided general support for our model and suggested that team-level effects are an important theoretical and practical consideration for understanding emotional labor within teams and organizations.