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Abstract

Many cultures recognize humility as an important human virtue. However, there is scant research on a possible relationship between leader’s humility and employees’ emotional labor. The current study, based on strong-situation hypothesis, posits that within the service industry, leader’s humility could determine and facilitate employee’ deep acting and turnover. Moreover, the mediating effect of deep acting is moderated by employees’ perceptions of the organization’s customer-oriented climate. The study is based on self-reported and archival data of 157 frontline employees at a hospital in China. The results generally support the hypotheses. The theoretical and practical implications of these results are also discussed.

Keywords

leader’s humility deep acting turnover perceived customer-oriented climate longitudinal

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The Role of Leader’s Humility in Facilitating Frontline Employees’ Deep Acting and Turnover: The Moderating Role of Perceived Customer-Oriented Climate

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