%0 Journal Article
%T The Role of Leader¡¯s Humility in Facilitating Frontline Employees¡¯ Deep Acting and Turnover: The Moderating Role of Perceived Customer
%A Jinyi Zhou
%A Yawen Li
%J Journal of Leadership & Organizational Studies
%@ 1939-7089
%D 2018
%R 10.1177/1548051817750543
%X 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
%K leader¡¯s humility
%K deep acting
%K turnover
%K perceived customer-oriented climate
%K longitudinal
%U https://journals.sagepub.com/doi/full/10.1177/1548051817750543