組織中領導者的情緒勞動對於領導者自身與部屬的影響甚鉅，領導者為了達到特定的目地，進而管理並展現出適當情緒的行動，稱為領導者情緒勞動，並進一步可以分為表層演出與深層演出。近來，已有學者提出領導者情緒勞動的重要，但是卻鮮少有實證研究證明領導者情緒勞動所產生的結果。過去已有文獻指出，情緒勞動可以影響自己與他人，因此本研究試圖探討領導者使用表層演出與深層演出後，是否會影響領導者自覺真誠，並進一步產生情緒耗竭；另外，是否也會影響部屬對領導者真誠的知覺，而改變部屬對領導者的信任。
本研究以組織中的一般員工與其直屬主管為研究對象，一共蒐集了95份領導者自評問卷與148份領導者與部屬對偶問卷。透過迴歸分析顯示，領導者表層演出與領導者自覺真誠有負向關聯性，深層演出與領導者自覺真誠有正向關聯性；領導者自覺真誠與情緒耗竭有負向關聯性。並且，領導者表層演出與深層演出確實可以透過自覺真誠，來預測情緒耗竭。另外，領導者表層演出與部屬知覺領導者真誠有負向關聯性，深層演出與部屬知覺領導者真誠有正向關聯性；部屬知覺領導者真誠與部屬信任有正向關聯性。並且，領導者表層演出與深層演出確實可以透過部屬知覺的真誠，來預測部屬信任。

In organizations, leaders' emotional labor has great impact on leaders' and his/her followers' responses. The effort that leaders take and display appropriate emotional action to achieve a specific purpose is called leaders' emotional labor. There are two types of leaders' emotional labor: surface acting and deep acting. Many scholars have proposed the importance of leaders' emotional labor, but few empirical studies have explored the consequencest of leaders' emotional labor. Given that several studies showed that emotional labor can affect oneself and others, our study attempts to investigate whether the leaders' surface and deep acting will affect the leaders' perceived authenticity and further predict emotional exhaustion. In addition, we also explore whether the leaders' use of surface and deep acting will affect the follower perceived leader authenticity and further change the follower's trust in leader.
Using questionnaire survey, we collected 148 pairs of leader-subordinate dyad data in Taiwan organizations. The results showed leaders' surface acting is negatively related to perceived authenticity, whereas leader's deep acting is positively related to perceived authenticity. In addition, perceived authenticity is negatively related to emotional exhaustion. Furthermore, perceived authenticity mediates the relationship between leaders' emotional labor and emotional exhaustion. In addition, leaders' surface acting is negatively related to follower perceived leader authenticity, whereas leaders' deep acting is positively related to followers' perceiption of leader authenticity. In addition, follower perceived leader authenticity is positively related to trust. Furthermore, follower perceived leader authenticity mediates the relationship between leaders' emotional labor and trust. The theoretical and practical implications as well as the futhre research directions are discussed at the end.

中文部分
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