Employees' surface acting in interactions with leaders and peers
研究员工在公司内部与领导、同事互动时进行表面行为（假装情绪）的影响，发现表面行为会带来情绪、关系和行为的多种后果，且对领导和同事的影响不同。
Surface acting has been widely studied in organizational research owing to its impact on organizational behaviors and outcomes. Past research almost exclusively has focused on employees' interactions with external parties such as customers, clients, and patients. This study sought to extend this literature by examining the effects of employees' surface acting in interactions with parties internal to the organization (i.e., leaders and peers). Data were collected from 40 work groups (129 focal participants, 40 leaders, and 40 peers) from a large real estate agency company located in Beijing, China. Results showed that employees' surface acting influenced various emotional, relational, and behavioral outcomes. In addition, the present findings revealed that the consequences of employees' surface acting differed across leaders versus peers. Copyright © 2015 John Wiley & Sons, Ltd.