Leading with emotional labor

Abstract

Purpose - This paper seeks to argue that leaders perform emotional labor whenever they display emotions in an attempt to influence their subordinates' moods and motivations. Design/methodology/approach - This is a conceptual paper that integrates the literature on leadership with the research on emotional labor. Findings - This paper develops 15 propositions that distinguish emotional labor performed by leaders from that performed by front-line service workers. Research limitations/implications - The paper suggests that leading with emotional labor is a fruitful research topic, and that considerable research could be done in this area. Practical implications - Instead of conducting business in a non-emotional, "business-like manner", leaders would benefit by expressing their emotions in the workplace. Emotionally expressive leaders are more charismatic and are better motivators. Originality/value - This is the first paper to develop a theoretical model that describes how leaders perform emotional labor; thus the propositions are original.