الفهرس 
Chapter One General Framework and Literature ReviewOnly 14 pages are availabe for public view
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Abstract
”This study examined the relationship between leader’s perceived emotional labor and employee’s innovative behavior. The mediating role of emotional labor self-efficacy was also examined. Based on established measurement scales, a questionnaire-based deductive approach was used to collect data from a quota sample of 311 demonstrators and teaching assistants from Mansoura university faculties. The proposed model and hypotheses were analyzed using the structural equation modelling employing the PLS-SEM. The results indicated that perceptions of leader’s deep acting are positively related to employee’s innovative behavior while perceptions of leader’s surface acting are not significantly related to employee’s innovative behavior. Also, results revealed that leader’s perceived deep acting positively influence deep acting self-efficacy and leader’s perceived surface acting positively influence surface acting self-efficacy. Moreover, the study has showed that deep acting self-efficacy is positively related to employee’s innovative behavior whereas surface acting self-efficacy did not significantly influence employee’s innovative behaviors. And lastly, deep acting self-efficacy significantly positively mediates the relationship between perceived leader’s deep acting and employee’s innovative behavior while surface acting self-efficacy did not mediate the relationship between leader’s perceived surface acting and employee’s innovative behavior. Keywords: Leader’s Perceived Emotional Labor, Employee’s Innovative Behavior, Emotional Labor Self-Efficacy.”