Emotional labor is the effort required to manage and express emotions in a professional setting, often involving the suppression of negative emotions and the display of positive emotions.

Emotional labor in the service industry involves managing and expressing emotions in a professional setting, such as smiling and being polite to rude customers, maintaining a positive attitude despite dealing with long lines, and calming down nervous passengers.

Emotional labor can lead to increased stress, burnout, and negative impacts on physical and mental health for service workers.

Emotional labor in the service industry can be influenced by factors such as high customer expectations, lack of control over work conditions, and negative interactions with customers.

Organizations can support service workers in managing emotional labor by providing training and resources for emotional regulation, creating a positive and supportive work environment, and offering opportunities for breaks and self-care.

Surface acting in emotional labor refers to the display of emotions that are not genuinely felt, often involving the suppression of negative emotions and the display of positive emotions.

Deep acting in emotional labor involves changing one's inner feelings to match the desired emotional display, rather than simply suppressing or displaying emotions that are not genuinely felt.

Deep acting in emotional labor involves changing one's inner feelings to match the desired emotional display. In the example provided, the flight attendant genuinely empathizes with the nervous passenger's fears, rather than simply displaying a superficial smile or polite demeanor.

Deep acting in emotional labor can lead to increased job satisfaction and motivation, reduced stress and burnout, and improved customer service and satisfaction.

Deep acting in emotional labor can lead to increased emotional exhaustion and burnout, difficulty maintaining authenticity and genuineness, and negative impacts on mental and physical health.

Organizations can support service workers in managing deep acting in emotional labor by providing training and resources for emotional regulation, creating a positive and supportive work environment, and offering opportunities for breaks and self-care.

Emotional dissonance in emotional labor refers to the conflict between the emotions that a service worker is required to display and their true feelings, often leading to feelings of inauthenticity and emotional exhaustion.

Emotional dissonance in emotional labor can lead to increased stress and burnout, reduced job satisfaction and motivation, and negative impacts on physical and mental health.

Organizations can support service workers in managing emotional dissonance in emotional labor by providing training and resources for emotional regulation, creating a positive and supportive work environment, and offering opportunities for breaks and self-care.

Emotional contagion in emotional labor refers to the tendency for emotions to spread from one person to another, often resulting in service workers adopting the emotions of their customers.

Emotional contagion in emotional labor can lead to improved customer service and satisfaction, as service workers are able to connect with customers on an emotional level and provide more personalized and empathetic service.

Emotional contagion in emotional labor can lead to increased stress and burnout, difficulty maintaining emotional boundaries, and negative impacts on physical and mental health.

Organizations can support service workers in managing emotional contagion in emotional labor by providing training and resources for emotional regulation, creating a positive and supportive work environment, and offering opportunities for breaks and self-care.