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Researchers have issued a call for research on emotional labor to move beyond service roles to other organizational roles (Ashforth & Humphrey, 1993). The present paper proposes that emotional labor plays a pivotal role during performance feedback exchanges between supervisors and subordinates. We suggest that the emotional labor supervisors engage in while providing performance feedback is a vital mechanism by which leaders impact followers' perceptions of the feedback environment (Steelman, Levy, & Snell, 2004) and, subsequently, important outcomes (e.g., employee satisfaction with the feedback, motivation to use feedback, feedback seeking frequency, and LMX quality).
This is a post-print version of an article originally published in Academy of Management Proceedings, 2009.
.The version of record is available through: Academy of Management.
Available at: http://works.bepress.com/alison_omalley/1/