Leaders’ emotional labour and abusive supervision: The moderating role of mindfulness

Abstract

AbstractIn this study, we examine how leaders' emotional labour strategies (surface acting and deep acting) deplete leaders' self‐control resources to predict abusive supervision, in addition to the moderating role of leader mindfulness. Integrating ego‐depletion theory and emotion regulation theory, we hypothesise that deep acting and surface acting predict higher levels of abusive supervision, which is mediated by reduced self‐control. Furthermore, we predict that leaders' trait mindfulness moderates the relationship between emotional labour and self‐control on abusive supervision. Results from a three‐wave study of leader‐follower dyads supported mediation hypotheses; both deep and surface acting predicted abusive supervision, which is mediated by reduced self‐control. Our moderated mediation hypotheses were supported for deep acting but not surface acting. This research contributes to the literature by demonstrating the depleting nature of emotional labour in leadership and the importance of leader mindfulness as a boundary condition that can make deep acting less harmful for leader behaviour.