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Emotional labour is sometimes viewed as the process of managing both feeling and expression to meet organizational goals, which is common in the hotel industry. While past studies have studied on the impact of emotional labour on organisational success, the antecedent and consequence of emotional labour among Malaysian hotel industry are unexplored. It is believed that when it comes to the subject of emotion, the displays frontline employees showed to customers play a significant role in the continued growth and survival of hotels. The aim of this article was to examine the model highlighting leadership as an antecedent of emotional labour (deep acting and surface acting), and burnout as an outcome of it. The data were collected through questionnaires from 300 frontline employees in the Klang Valley hotels, with data analysis being performed using structural equation modeling. The research findings reveal leadership to be the predictor of employee’s emotional labour, in which it specifically improved deep acting and reduced surface acting. Also, the results suggest that deep acting can reduce burnout among employees. But there is no significant impact between surface acting and burnout. The result is discussed with reference to previous studies. Study limitation and ideas for future research direction are presented as well.

The Antecedent and Consequence of Emotional Labour among Frontline Employees in Malaysian Hotels