本研究主要是探討員工知覺主管情緒勞務與領導效能之間的關係,並以情緒能力和信任感做為中介機制。領導者在領導的過程中,主管情緒勞務的表現透過社會影響的過程,會使部屬知覺該主管是否具備高情緒智力,以及是否值得信任,這關係著員工願不願意服從主管的領導,其結果會反映出主管的領導能力。本研究以組織中一般員工與其直屬主管為研究對象,透過實地法蒐集183份主管與員工對偶問卷,並以HLM階層性模型進行統計分析。 本研究之貢獻在於,補足過去文獻之缺口,將情緒勞務之研究範圍,擴及至主管與部屬層面,並以社會影響理論的概念(規範作用與情感評估)為理論基礎,藉由「主管情緒能力」和「主管信任感」之中介效果,探討主管如何藉由情緒勞務影響員工對領導效能之評估。研究結果顯示,主管表現深層演出,與員工知覺主管情緒能力、對主管的信任感呈正向關係,進而對主管有較高的領導效能評估;此外,本研究亦發現,主管展現情緒勞務時,深層演出較表層演出更能顯著地影響員工對主管的知覺與評估。
The primary purpose of this article was to investigate the mediating mechanisms between leader’s emotional labor and leadership effectiveness. In the past, the scholars focused on the relationship between employee’s emotional labor and the customers, but few empirical studies explored the consequences of leaders’ emotional labor. Our study attempts to investigate whether the leaders' surface and deep acting will affect the follower perceived leader’s EQ and trust, and further change the evaluation of leadership effectiveness. Using questionnaire survey, we collected 183 pairs of leader-subordinate dyad data in Taiwan organizations. The results showed leaders’ deep acting is positively related to perceived leader’s EQ and trust, and further bring higher evaluation of leadership effectiveness. In addition, leaders’ deep acting is more significant than surface acting for the follower perceived leader’s EQ and trust.