The effects of emotional labor on work engagement and boundary spanner creativity

Abstract

PurposeThis paper aims to examine the effect of employees’ emotional labor on work engagement and boundary-spanner creativity based on the job demands-resources model from the perspective of salespeople. Design/methodology/approachTo analyze the data, a confirmatory factor analysis and structural equation modeling procedure using LISREL 8.5 were used. Next, the conditional process modeling was fitted to test the moderated mediation hypotheses. FindingsThe analysis results showed that deep acting has a positive effect on work engagement, whereas surface acting has a negative effect, indicating that work engagement of sales representatives is differently related to each factor of emotional labor. Second, work engagement of salespeople has a positive effect on boundary spanner creativity. Next, entrepreneurship has a moderate effect in the relationship between emotional labor and work engagement with customer stewardship and has a positive moderating effect in the relationship between work engagement and boundary spanner creativity. Practical implicationsConsidering the positive effect of boundary spanner creativity on work engagement, it is important to maintain interaction with customers, including adaptive behaviors and customer orientation, as customers’ demand increases. The individual competence and capability of salespeople such as entrepreneurship are directly related to interaction with customers, so when the right strategy is defined for each type of entrepreneurship of salespeople, it will create a positive corporate culture and lead to performance improvement. Originality/valueCompared with most studies, more direct factors of emotional labor were assessed to detect positive effects in this study. More specifically, when salespeople were forced to fake their feelings, they were more likely to recognize stress or burnout due to emotional dissonance between what they really felt and what they had to express to comply with organizational regulations.