리더 감정노동 연구의 체계화를 위한 제언 : 근거이론의 적용

초록

The purpose of this study is to highlight the need for a systematic approach to leader emotional labor research and to offer an integrated understanding of the concept. To achieve this goal, the study employs Grounded Theory, a qualitative research method, to establish a theoretical foundation through an in-depth discussion of leader emotional labor. Emotional labor research has predominantly focused on employees in the service industry, resulting in an accumulation of similar findings and limiting the discovery of new phenomena. This saturation has led to difficulties in advancing the field and expanding its scope. To address these limitations, this study seeks to provide a conceptual explanation of leader emotional labor while offering a more comprehensive understanding of the subject. To accomplish this, the study first examines the theoretical background of leader emotional labor in detail. It then explores the concept more deeply using grounded theory, allowing for a structured approach to analyzing, interpreting, and understanding the phenomenon. Through this process, the study aims to reveal meaningful insights into the nature of leader emotional labor and its various manifestations. To empirically investigate the concept, in-depth interviews were conducted with 25 participants to identify the different types of leader emotional labor as perceived by subordinates. The analysis resulted in the identification of four distinct categories: active deep acting, active surface acting, passive deep acting, and passive surface acting. Each category exhibited unique characteristics, and the findings indicated that leader emotional labor varies significantly depending on subordinates' perceptions. Finally, this study presents a discussion of its findings and suggests directions for future research to further advance the understanding of leader emotional labor.

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