Mediating Effects of Emotional Labor on the Relationship between Perceived Culture Discrepancies and Stress Levels in Pediatric Nurses

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Organizational cultures can help mitigate stress if individual values align with the behaviors within the culture, but if misaligned, they can increase stress. Although there has been extensive research on the impact of the emotion regulation strategies in emotional labor, it is not known if the relationship between organizational culture value differences and stress is mediated by the different emotional regulation strategies within emotional labor for pediatric critical care nurses. Methods Using the Conservation of Resources Theory, a non-experimental mediation analysis was conducted using 96 pediatric critical care nurses from a large pediatric trauma center in the Southern United States. The emotional labor dimensions of surface acting, deep acting, and authentic display were tested as parallel mediators for differences between preferred and current collaborate, create, control, and compete cultures and stress. Results The results showed that surface-acting and deep-acting dimensions of emotional labor mediated the relationship between the differences in preferred and current collaborative culture and stress, p < .001, R 2 = .201. Similarly, emotional labor dimensions of surface acting and deep acting also mediated the relationship between differences in preferred and current compete culture and stress, p < .001, R 2 = .180. No effects were observed for emotional labor as a mediator of preferred-versus-current differences in create or control cultures with stress. Conclusion Pediatric critical care nurses prefer organizational cultures that are collaborative and have elements of control, while compete and create cultures were least preferred. Pediatric organizational leaders should foster value alignment with behavior expectations. Future research should investigate interventions designed to minimize surface acting while promoting deep acting. pediatric critical care nurse organizational culture work environment emotional labor Conservation of Resources Figures Figure 1 Figure 2 Figure 3 Figure 4 Background Pediatric critical care nurses provide highly complex emotional and technological care to the most ill or injured children. Rates of cumulative psychological stress and burnout among these nurses have been estimated to range between 42% and 77% ( 1 ). Psychological stress that becomes uncontrolled can have far-reaching maladaptive effects on individual nurses, their teams and patient care quality ( 2 ). Multiple factors contribute to cumulative stress in this specialty, including secondary traumatic stress ( 3 , 4 ), grief and perceived role unpreparedness ( 5 ), and continual exposure to high-intensity environments with limited organizational support for staff well-being ( 6 ). Although there has been an increased focus on the need to support pediatric critical care nurses, additional research is needed to inform how work cultures affect well-being. Increasingly, research highlights that the work environment—and specifically, organizational culture—can either buffer or exacerbate these stressors. Organizational culture comprises visible artifacts, stated core values, and deeper, underlying assumptions that influence behavior ( 7 ). Organizational cultures reflect the norms and underlying behavioral assumptions on how people come together to relate and contribute to a shared goal. Over time, the alignment of actual behaviors with stated values can significantly impact the emotional environment of the workplace ( 8 ). Organizational values need to find a balance between internal and external focus, and stability and flexibility, to define norms for productivity and individual/team meaning within alignment of their personal values ( 9 ). The Competing Values Framework identifies four distinct organizational culture types, each characterized by different emphases and values reflected within collaborate, create, compete, and control cultures ( 10 ). Collaborate culture emphasizes flexibility and internal focus, prioritizing teamwork and friendliness, employee development, and participative decision-making. Create culture combines flexibility with external focus, valuing individual initiative to innovate, creativity, and adaptability to change. Compete culture emphasizes external focus and control, prioritizing market competitiveness, goal achievement, and outperforming rivals. Control culture combines internal focus with stability, emphasizing efficiency, consistency, and adherence to rules and procedures. The value alignment within cultures can impact the collective behaviors, success towards the goal, and the health of the work environments ( 11 , 12 ). Simply put, a person’s individual values need to align with the stated expectations and actual behaviors of a culture. Related research on culture value alignment has shown improvements with compassion, job satisfaction, and patient satisfaction ( 11 ), whereas misalignment has been associated with lower job satisfaction, increased stress, and compromised patient safety ( 13 , 14 ). It is essential to understand how value alignment between the current and preferred cultures affects the stress management of critical care nurses. Within any organizational culture, there are inherent rules on how emotions are managed and expressed, which can further impact stress levels. To conform to these rules, individuals engage in regulating emotional expressions as part of their job role, which can involve emotional labor ( 15 ). Emotional labor encompasses three key strategies: surface acting, which involves suppressing true feelings and displaying emotions not genuinely felt; deep acting, which involves modifying internal feelings to align with expected displays ( 16 ); and authentic display, where naturally felt emotions are displayed. ( 17 ). Surface acting has been linked to emotional dissonance and increased stress ( 18 ), while deep acting shows mixed effects, sometimes mitigating stress and other times yielding variable outcomes ( 19 – 21 ). Authentic display tends to have the most beneficial effects on well-being, as it minimizes emotional strain ( 22 ), but may not support the organizational expectations. Emotion regulation strategies that help meet organizational expectations can utilize inner resources; hence, they are referred to as emotional labor . The Conservation of Resources (COR) Theory provides a framework for understanding how individuals manage psychological stress. According to COR, stress occurs when resources, which may be tangible (such as social support) or intangible (such as self-worth, meaning, or value alignment ), are threatened, lost, or insufficiently replenished ( 23 , 24 ). If cumulative psychological stress remains uncontrolled, resources will begin to be conserved to maximize remaining resources, which may not be adaptive in the long run. Aligning with stress neuroscience research, prolonged, uncontrolled psychological stress activation can result in a sustained sympathetic nervous system response that resets the baseline, known as allostatic load ( 25 ). If allostatic load continues, the stress neural networks adapt for ease of activation, resulting in a dysregulated response called allostatic overload ( 26 ). Prolonged uncontrolled stress via allostatic overload can result in increased resource loss, resulting in cognitive, social and emotional exhaustion because of a decreased availability of resources to ameliorate the stress. Work environments can provide strengthened opportunities to gain resources to help mitigate allostatic overload. These opportunities occur through the bundled availability of resources, known as resource caravans, which can buffer allostatic overload ( 27 ). Resource caravans in the work environment are used to buffer stress through parasympathetic activation ( 28 ), and include resources of psychological safety, being valued, teamwork, belonging, workload assistance and support, or alignment of shared values and behaviors. Resource caravans provide the ability to regulate cumulative stress, thereby supporting resilience factors that enable meaning-making, learning, and stress reduction ( 29 ). Additionally, they can protect individuals against the cumulative impact of trauma exposure and stress ( 30 ). Conversely, environments that impede resource accumulation may amplify vulnerability and accentuate resource loss. Prolonged exposure to resource-depleting environments results in allostatic overload, which can dysregulate neurological processes essential for emotional regulation, learning, and trauma recovery ( 25 , 31 , 32 ). In the context of COR theory, emotional labor can thus serve as a mechanism through which the perceived culture-stress relationship is transmitted. If the work environment fosters resource loss through misalignment of cultural values, nurses may resort more frequently to surface acting or maladaptive emotional labor strategies, accelerating stress accumulation. Emerging research suggests that organizational culture not only establishes values and behavioral norms but also defines emotional norms. Emotional display norms influence how employees use emotional labor strategies ( 17 , 33 ). When nurses perceive a misalignment between their organization’s current culture and their preferred culture, they may engage in more resource-draining forms of emotional labor, contributing to cumulative stress. Conversely, alignment may support more resource-sustaining emotional regulation strategies. Despite advances in understanding the relationship between organizational culture and stress, no known study has examined whether discrepancies between current and preferred culture types are associated with stress through different emotional labor strategies among pediatric critical care nurses. Addressing this gap, the present study investigates whether surface acting, deep acting, and authentic display mediate the relationship between perceived culture discrepancies and stress levels. The focus on pediatric critical care nurses addresses a high-stress specialty with significant burnout rates. Guided by COR theory, this research aims to clarify the indirect pathways through which organizational culture influences cumulative stress, providing insights to inform interventions that support nurse well-being and, ultimately, patient care. Methods Study Design and Setting This study was conducted at a large freestanding pediatric hospital in the United States that is a member of the Children’s Hospital Association (CHA). CHA hospitals deliver high-acuity tertiary care and adhere to consistent quality standards in treating pediatric and young adult patients. The study focused on the hospital’s critical care departments, which included the emergency department (ED), pediatric intensive care unit (PICU), trauma intensive care unit (TICU), neonatal intensive care unit (NICU), cardiac intensive care unit (CICU), critical care float resource team (CRT), and air/ground transport services. These departments collectively serve as the hospital’s frontline environments for pediatric critical care delivery. Participants and Sampling Method The population of interest included approximately 66,000 registered nurses working in critical care departments at the 220 CHA-affiliated pediatric hospitals across the United States. The target population was defined as permanent staff nurses at the study hospital who had been employed in a critical care unit (PICU/TICU, NICU, CRT, CICU, ED, or Transport) for at least three months. This minimum tenure was established based on research indicating that unit acclimation and cultural socialization typically occur within 90 days ( 34 ). The sampling frame included staff registered nurses who attended mandatory unit staff meetings and were listed in department-wide communication lists, which included about 600 nurses. A convenience sampling strategy was employed due to the accessibility of participants and the organizational structure, in which all eligible nurses were employed within a single institution ( 35 , 36 ). Recruitment occurred during in-person staff meetings and through email follow-ups over a six-week period from July 2024 to August 2024. A total of 101 nurses consented to participate, but only 96 completed the full survey and were retained in the final sample ( N = 96). Data Collection Tools (Instruments) Data were collected using three validated self-report instruments: the Organizational Culture Assessment Instrument ( 10 ), the Emotional Labor Scale ( 37 ), and the Perceived Stress Scale–10 ( 38 , 39 ). All instruments were administered in English and used in their original forms. Organizational Culture Assessment Instrument Organizational culture was assessed using the Organizational Culture Assessment Instrument (OCAI), created by Cameron and Quinn ( 10 ), which is based on the Competing Values Framework. The instrument evaluates six organizational dimensions—dominant characteristics, leadership, employee management, organizational glue, strategic emphasis, and success criteria—across four culture types: collaborate, create, compete, and control. Respondents used ipsative scoring, allocating 100 points among four items per category to reflect both current and preferred perceptions of organizational culture. Culture type scores were obtained by summing the points assigned to each culture dimension across the six categories. The OCAI has been widely applied in organizational and health care contexts and shows acceptable internal consistency. In this study, Cronbach’s alpha coefficients for current culture subscales were: collaborate (𝛼 = .931), create (𝛼 = .782), compete (𝛼 = .917), and control (𝛼 = .742). Emotional Labor Scale Emotional labor was assessed using a combination of items from Brotheridge and Lee’s ( 37 ) original ELS and the revised version by Diefendorff et al. ( 17 ), which includes surface acting, deep acting, and authentic display subscales. Surface acting was measured using seven items, deep acting using four items, and authentic display using three items. All items were rated on a 5-point Likert scale from 1 (strongly disagree) to 5 (strongly agree), and each subscale was scored separately by averaging item responses. The ELS has been validated in various occupational groups and settings. Internal consistency in the present study was strong: surface acting (𝛼 = .922), deep acting (𝛼 = .881), and authentic display (𝛼 = .881). Perceived Stress Scale–10 (PSS-10) Stress was measured using the 10-item version of the Perceived Stress Scale (PSS-10), developed by Cohen et al. ( 40 ) and refined by Cohen and Williamson ( 39 ). The instrument assesses perceived unpredictability, lack of control, and overload over the past month. Items were rated on a 5-point Likert scale from 0 (never) to 4 (very often), with total scores ranging from 0 to 40. Higher scores indicate greater perceived stress. Four items ( 4 , 5 , 7 , and 8 ) were reverse-scored. The PSS-10 is widely used in healthcare research and demonstrates sound psychometric properties. In this study, the Cronbach’s alpha was 𝛼 = .922. Ethical Considerations This study was approved by the Institutional Review Board of Grand Canyon University (Reference# IRB-2024-6467), and written authorization was obtained from the study site. The study was conducted in accordance with the principles of the Declaration of Helsinki and the Belmont Report. It strictly adhered to the principles of informed consent, voluntary participation, and data anonymity to ensure compliance with ethical standards and safeguard participant privacy. Statistical Analysis Data were analyzed using PROCESS for R ( 41 ). Descriptive statistics were used to summarize participants’ demographic characteristics and compute means and standard deviations for each variable. Before conducting inferential analysis, the data were screened for missing values, normality, and outliers. Skewness and kurtosis were within acceptable ranges. No significant outliers were noted. A parallel mediation model was tested using PROCESS Model 4 to examine whether three dimensions of emotional labor—surface acting, deep acting, and authentic display—simultaneously mediated the relationship between perceived organizational culture discrepancies (i.e., the difference between current and preferred culture scores) and perceived stress. Separate mediation analyses were conducted for each of the four organizational culture dimensions as independent variables: collaborate, create, control, and compete differences. The dependent variable was perceived stress, as measured by the Perceived Stress Scale–10 (PSS-10). Each model included 10,000 bias-corrected bootstrap samples to estimate 95% confidence intervals for indirect effects. Mediation was considered significant when the bootstrapped confidence intervals did not include zero. Statistical significance for direct and total effects was determined using a p -value threshold of less than .05. All ordinary least squares (OLS) regression assumptions were assessed and met. The direct, indirect, and total effects of the models were examined, and the strength of each path was evaluated based on its unstandardized coefficient and statistical significance. Results A total of 96 critical care nurses from a large urban not-for-profit pediatric tertiary-level one trauma center participated in the study. As shown in Table 1 , the majority of participants identified as female (85.4%), with 10.4% identifying as male, and 4.2% preferring not to specify a gender. Nurses from various clinical units contributed to the study, with the highest representation from the PICU (36.5%), followed by the ED (20.8%), CICU (17.7%), NICU (10.4%), Transport (9.4%), and CRT (5.2%; Table 2 ). Years of nursing experience were well distributed across categories, with approximately 28% reporting 7–15 years of experience and 26% reporting over 16 years (Table 3 ). Similarly, tenure on the current unit was evenly distributed, with approximately 27% reporting 7–15 years of service (Table 4 ). Table 1 Participation by Gender Gender n % Male 10 10.4 Female 82 85.4 Non-binary 0 0.0 Prefer Not to Answer 4 4.2 Total 96 100 Table 2 Participation by Clinical Unit Unit Worked n % PICU (includes TICU) 35 36.5 NICU 10 10.4 CICU 17 17.7 ED 20 20.8 CRT 5 5.2 Transport 9 9.4 Total 96 100.0 Table 3 Years of Nursing Experience Years of Nursing Experience Frequency Percentage 1–2 years 20 20.8 3–6 years 17 17.7 7–15 years 27 28.1 16 + years 25 26 Prefer Not to Answer 7 7.3 Total 96 100 Table 4 Years Working in Clinical Unit Years Working in Clinical Unit Frequency Percentage 0–2 years 24 25 3–6 years 25 26 7–15 years 26 27.1 16 + years 14 14.6 Prefer Not to Answer 7 7.3 Total 96 100 Descriptive statistics for the primary study variables are reported in Table 5 . The mean scores for the four organizational culture dimensions, as measured by the OCAI, indicated that compete and collaborate cultures had the highest average values ( M = 115.8 and M = -114.9, respectively), followed by create ( M = -46.2) and control ( M = 15.3) cultures. The mean stress score on the Perceived Stress Scale–10 (PSS) was 21.91 ( SD = 6.25), indicating a moderate level of perceived stress. Emotional labor dimensions showed moderate average levels across all subscales, with surface acting ( M = 3.26), deep acting ( M = 3.11), and authentic display ( M = 3.44). Table 5 Variable Descriptive Statistics Variables M SD Min Max Collaborate Culture Current 151.1 74.0 0 410 Preferred 266.0 62.3 145 420 Difference -114.9 69.1 -295 20 Create Culture Current 79.0 44.3 10 255 Preferred 125.2 43.0 45 335 Difference -46.2 47.7 -220 85 Compete Culture Current 181.9 101.1 5 560 Preferred 66.1 50.3 0 340 Difference 115.8 95.3 -80 410 Control Culture Current 191.6 54.0 30 320 Preferred 176.3 53.7 70 360 Difference 15.3 51.1 -130 135 Emotional Labor Surface Acting 3.26 .80 2 5 Deep Acting 3.11 .74 1.67 4.67 Authentic Display 3.44 0.61 2 4.67 Stress 21.91 6.25 9 30 Collaborate Culture The following analysis examined emotional labor dimensions as parallel mediators between differences in collaborate culture and the participants’ stress. The total effect for the model was significant, F (1, 94) = 23.602, p < .001, R 2 = .201. The results of the mediation are significant, indicating the dimensions of emotional labor mediated the effect of differences in collaborate culture on participant stress, ab = -0.041, 95% CI[-0.057, -0.024], with surface acting ( a 1 b 1 = -0.036, 95% CI[-0.056, -0.026]) and deep acting ( a 3 b 3 = -0.007, 95% CI[-0.015, -0.001]) significantly contributing to the indirect effect, a model of which is shown in Fig. 1. The results, shown in Tables 6 and 7, indicate that when individuals report a deficit in collaborate culture—i.e., when their preferred level of collaboration exceeds their current experience, indicating a cultural deficit—stress increases indirectly through emotional labor. For example, the sample’s mean for the current Collaborate Culture was 151.07, while the preferred mean was 266.00, giving a difference of -114.95. The results suggest that stress due to the current Collaborate Culture is increased by (-0.041 x -114.95) = 4.71 units on the PSS scale above what it would be if the preferred culture were in place. Individual emotional labor dimensions transmitted effects differently. Greater cultural deficits are associated with increased surface acting, which, in turn, is linked to higher stress. Using the prior example, 4.14 of the 4.71-unit increase is attributable to surface acting. The model also found a small but significant mediation effect through deep acting, suggesting the relationship between differences in collaborate culture and stress is partially mediated by deep acting, accounting for 0.804 units of stress in the example. Authentic display did not significantly mediate the relationship, a 2 b 2 = 0.003, 95% CI [-0.015, 0.019] but contributed to the overall effect by reducing stress by 0.344 units. The direct effect of collaborate culture difference on stress was not significant, c’ = -0.001, p = .940, indicating emotional labor dimensions mediate the full effect within the model. Table 7 Total, Direct, and Indirect Effects of X (∆ Collaborate Culture) on Y (Stress) Effect SE p LLCI ULCI Total Effect -0.004* 0.001 < .001 -0.006 -0.002 Direct Effect -0.000 0.001 .940 -0.002 0.002 Indirect Effects † EL: Total -0.004* 0.001 --- -0.006 -0.003 EL: Surface Acting -0.004* 0.001 --- -0.005 -0.002 EL: Authentic Display 0.000 0.001 --- -0.001 0.002 EL: Deep Acting -0.001* 0.000 --- -0.001 -0.000 Note. † Based on 10,000 bootstrap samples; * statistically significant 95% CI. Create Culture Using parallel mediation, the effect of differences in create culture (i.e., the difference between current and preferred create culture scores on the OCAI; Cameron & Quinn, 1999) on stress was examined, with emotional labor dimensions acting as mediators. The total effect model was not significant, F (1, 94) = 0.018, p = .894, R 2 = .000. The nonsignificant direct ( c ′ = 0.017) and indirect ( ab = -0.019) effects were opposing in direction but both statistically insignificant, resulting in no net effect on stress. The mediation by deep acting was statistically significant, a 3 b 3 = -0.010, 95% CI [-0.022, -0.002]; however, this result has no practical meaning within the model. The statistical model is illustrated in Fig. 2, and the statistical results are presented in Tables 8 and 9. Table 8 Regression Coefficients and Model Summary Information for Effects on Stress Parallel Multiple Mediator Model for Change in Create Culture Consequent M 1 (EL: Surface Acting) M 2 (EL: Authentic Display) M 3 (EL: Deep Acting) Y (Stress) Antecedent Coeff SE p Coeff SE p Coeff SE p Coeff SE p X (∆ Create Culture) a 1 − .002 0.002 .288 a 2 0.003 0.001 .031 a 3 0.005 0.002 .003 c ’ 0.002 0.001 .081 M 1 (EL: Surface Acting) --- --- --- --- --- --- --- --- --- b 1 0.504 0.105 < .001 M 2 (EL: Authentic Display) --- --- --- --- --- --- --- --- --- b 2 0.011 0.137 .938 M 3 (EL: Deep Acting) --- --- --- --- --- --- --- --- --- b 3 − .216 0.066 .001 Constant i M 1 3.177 0.113 < .001 i M 2 3.575 0.086 < .001 i M 3 3.332 0.101 < .001 i Y 1.262 0.826 .130 R 2 = .012 R 2 = .049 R 2 = .092 R 2 = .561 F (1, 94) = 1.143, p = .288 F (1, 94) = 4.824, p = .031 F (1, 94) = 9.575, p = .003 F (4, 91) = 27.343, p < .001 Note. Total effect, F (1, 94) = 0.018, p = .894, R 2 = .000. Table 9 Total, Direct, and Indirect Effects of X (∆ Create Culture) on Y (Stress) Effect SE p LLCI ULCI Total Effect -0.000 0.001 .894 -0.003 0.002 Direct Effect 0.002 0.001 .081 -0.000 0.004 Indirect Effects † EL: Total -0.002 0.001 --- -0.004 0.001 EL: Surface Acting -0.001 0.001 --- -0.003 0.001 EL: Authentic Display 0.000 0.001 --- -0.001 0.001 EL: Deep Acting -0.001* 0.001 --- -0.002 -0.000 Note. † Based on 10,000 bootstrap samples; * statistically significant 95% CI. Control Culture A parallel mediation by emotional labor dimensions was tested against the relationship between differences of control culture ( current minus preferred control culture scores) and stress. The total effect of the model was not significant, F (1, 94) = 1.909, p = .170, R 2 = .020, indicating that differences between the current and preferred control culture did not have an effect on stress either directly, c ’ = -0.003, 95% CI[-0.021, 0.015], or indirectly, ab = -0.014, 95% CI[-0.032, 0.004]. Surface acting alone showed evidence of mediating the effect within the model, a 1 b 1 = -0.018, 95% CI [-0.037, -0.001]; however, examining one aspect of emotional labor separately from the whole, and within a nonsignificant model, should be interpreted with caution, as the overall model was not statistically significant and the isolated path does not establish a robust mediating mechanism. The statistical model is described in Fig. 3, and the results are presented in Tables 10 and 11. Table 10 Regression Coefficients and Model Summary Information for Effects on Stress Parallel Multiple Mediator Model for Change in Control Culture Consequent M 1 (EL: Surface Acting) M 2 (EL: Authentic Display) M 3 (EL: Deep Acting) Y (Stress) Antecedent Coeff SE p Coeff SE p Coeff SE p Coeff SE p X (∆ Control Culture) a 1 − .003 0.002 .036 a 2 0.003 0.001 .035 a 3 − .001 0.001 .519 c ’ − .000 0.001 .744 M 1 (EL: Surface Acting) --- --- --- --- --- --- --- --- --- b 1 0.534 0.105 < .001 M 2 (EL: Authentic Display) --- --- --- --- --- --- --- --- --- b 2 0.067 0.137 .624 M 3 (EL: Deep Acting) --- --- --- --- --- --- --- --- --- b 3 − .189 0.065 .005 Constant i M 1 3.313 0.083 < .001 i M 2 3.405 0.064 < .001 i M 3 3.332 0.101 < .001 i Y 0.807 0.796 .313 R 2 = .046 R 2 = .046 R 2 = .004 R 2 = .546 F (1, 94) = 4.523, p = .036 F (1, 94) = 4.563, p = .035 F (1, 94) = 0.419, p = .519 F (4, 91) = 27.399, p < .001 Note. Total effect, F (1, 94) = 1.909, p = .170, R 2 = .020 Table 11 Total, Direct, and Indirect Effects of X (∆ Control Culture) on Y (Stress) Effect SE p LLCI ULCI Total Effect -0.002 0.001 .170 -0.004 0.001 Direct Effect -0.000 0.001 .744 -0.002 0.001 Indirect Effects † EL: Total -0.001 0.001 --- -0.003 0.000 EL: Surface Acting -0.002* 0.001 --- -0.004 -0.000 EL: Authentic Display 0.000 0.000 --- -0.001 0.001 EL: Deep Acting 0.001 0.000 --- -0.000 0.001 Note. † Based on 10,000 bootstrap samples; * statistically significant 95% CI. Compete Culture Parallel mediation by emotional labor for the relationship between differences in compete culture ( current minus preferred compete culture scores) and stress was tested. The model’s total effect was significant, F (1, 94) = 20.604, p < .001, R 2 = .180, and the indirect effect was statistically significant for surface acting, a 1 b 1 = 0.028, 95% CI [0.015, 0.040], and deep acting, a 3 b 3 = 0.006, 95% CI [0.001, 0.012], as shown in Fig. 4 and Tables 12 and 13. Results for authentic display were not significant, a 2 b 2 = -0.002, 95% CI [-0.014, 0.012]. The results indicate that as the current compete culture grew greater than what participants preferred, emotional labor: surface acting and deep acting passed along the effect as increased stress. For example, a current compete culture that is 115.81 points greater than preferred, which is the sample’s mean difference, would increase stress by 3.67 units on the PSS scale, 3.24 of which is mediated through surface acting and 0.68 of which is through deep acting. Although a nonsignificant contributor, authentic display has a negative effect, reducing stress in this example by 0.22. Table 13 Total, Direct, and Indirect Effects of X (∆ Compete Culture) on Y (Stress) Effect SE p LLCI ULCI Total Effect 0.003* 0.001 < .001 0.002 0.004 Direct Effect -0.000 0.001 .515 -0.002 0.001 Indirect Effects † EL: Total 0.003 0.001 --- 0.002 0.004 EL: Surface Acting 0.003* 0.001 --- 0.002 0.004 EL: Authentic Display 0.000 0.001 --- -0.001 0.001 EL: Deep Acting 0.001* 0.000 --- 0.000 0.001 Note . † Based on 10,000 bootstrap samples; * statistically significant 95% CI. Among the four organizational culture types, both collaborate and compete cultures demonstrated significant total effects on stress when there were value discrepancies that were mediated through emotional labor, particularly through surface and deep acting. In contrast, the create and control culture dimensions did not exhibit significant total or direct effects, suggesting that perceived discrepancies in these culture types are less associated with emotional labor–induced stress among this sample of critical care nurses. Discussion Pediatric critical care nurses face extensive emotional demands in their work, often motivated by a strong sense of meaning and purpose. Many enter the profession because their personal values align with the desire to help others ( 42 ). Ideally, individual and organizational values should align, thereby fostering compassion, well-being, and job satisfaction ( 14 ). However, when these values are misaligned, psychological distress can arise ( 43 ). From the lens of Conservation of Resources (COR) Theory, value incongruence constitutes a threat to important resources, leading to emotional strain and maladaptive coping behaviors aimed at minimizing further resource loss ( 24 ). While it has been found that lack of organizational support can contribute to burnout in pediatric critical care areas ( 44 ), the findings from this study suggest that personal and organizational value misalignment contributes to increased stress, and that emotional labor strategies, particularly surface and deep acting, serve as significant mediators in this relationship. This study found that pediatric critical care nurses prefer values within the collaborate and control culture types, with the least preference for compete and create culture types. Collaborative cultures emphasize values such as cooperation, integrity, trust, commitment, and caring, while control cultures favor the values of competency, dependability, accountability, structure, and stability ( 45 ). Conversely, compete cultures prioritize values supporting accomplishment and achievement, aiming to outpace competitors, whereas create cultures focus on developing ground-breaking advancements ( 45 ). The largest differences between the current and preferred culture types were in the collaborate and compete dimensions. Nurses preferred cultures that were more collaborative, with some elements of control culture, and did not favor compete or create cultures. When there was a greater discrepancy between the current and preferred culture in collaborate and compete dimensions, higher stress levels were observed, mediated through surface and deep acting. Surface acting had a stronger mediating effect on stress than deep acting, consistent with existing literature linking surface acting to emotional dissonance, resource depletion, and psychological ( 33 , 46 ). Despite surface acting meeting organizational emotional display rules, it does so at the cost of emotional authenticity and increased cognitive effort ( 16 ). The integration of emotion regulation strategies and organizational display rules can utilize inner resources. From a COR perspective, frequent surface acting may increase resource loss, especially in environments where collaborative values are undermined. Additionally, surface acting can be present in stressful settings, which suggests that emotion regulation centers that promote reframing and perspective-taking might not be as active due to cumulative stress, while emotional suppression is more accessible during high-stress states. It has been found that when stress centers become dysregulated in allostatic overload, the same disruption can occur in emotion regulation centers ( 47 ). Surface acting results in more stress than deep acting because it requires nurses to suppress genuine emotions while displaying feelings they do not actually feel, creating cognitive dissonance that quickly depletes psychological resources. In contrast, deep acting, though still effortful, aligns internal and external emotional states, reducing this resource-draining dissonance ( 15 , 16 ). Supportive cultures that emphasize compassion and belonging can help counteract resource loss by enabling resource caravans ( 27 , 48 ) to activate parasympathetic activity, which helps lower stress and stimulates neural centers involved in self-awareness and reflection ( 28 ). Resource caravans within teams can reduce stress and enhance neural functioning to build additional resources. Deep acting, while less depleting than surface acting, still mediated the relationship between culture misalignment and stress. Deep acting involves efforts to authentically experience the emotions required by organizational norms, but this strategy requires cognitive and emotional resources. Prior research suggests that the effectiveness of deep acting may depend on the specific strategies used, such as cognitive reappraisal or attentional deployment ( 49 ). Although this study did not differentiate between such strategies, prior evidence has suggested that attentional deployment within deep acting can result in higher stress than cognitive reappraisal ( 19 ). Therefore, there is a need to promote reappraisal or reframing. Although authentic display did not emerge as a statistically significant mediator, its association with reduced stress highlights its potential value. Environments that foster authenticity have also been found to have higher psychological safety. Authentic display involves the genuine expression of emotions and may offer a less resource-intensive pathway to emotional regulation ( 17 ). Environments that foster authenticity have also been found to have higher psychological safety. Psychological safety has been extensively researched and is the ability to take risks within a social environment without fear of negative results ( 50 ). Although psychological safety is an internal mindset, it requires external resources, such as resource caravans ( 27 ) to develop. Psychological safety is improved in collaborative environments with shared values and goals ( 51 ), and can improve overall employee well-being ( 52 ). In absence of psychological safety, the team environment can have maladaptive forms of communication such as incivility ( 53 ). Although authentic display was not a mediating mechanism in this study, fostering workplace environments that encourage authenticity may still provide complementary strategies to reduce cumulative stress in pediatric critical care settings. These findings advance previous research by identifying emotional labor strategies as mechanisms through which organizational culture misalignment influences stress among pediatric critical care nurses. While earlier studies have linked work environment factors to stress and burnout ( 14 , 30 ), this study is among the first to empirically test the indirect role of emotional labor strategies within a theoretical COR framework in this population. There is increasing recognition that aligning organizational culture with employee values is essential to support nurse well-being. When misalignment occurs, it can lead to accentuated psychological stress ( 54 ). Although individual coping strategies have been widely promoted, growing evidence suggests that organizational interventions are critical for sustainable stress reduction ( 55 ). Improving healthcare organizational cultures to promote collaboration and authenticity has been linked to better engagement ( 56 ), a greater sense of community ( 57 ), and overall healthier work environments ( 58 ). In contrast, poor work environments have been associated with burnout ( 59 ), mistrust ( 60 ), safety risks ( 61 ), greater turnover intention ( 62 ), resistance to change ( 63 ), and decreased professional fulfillment ( 64 ) which can result in an increase in cumulative stress for the healthcare professional ( 65 , 66 ). Similarly, other studies have confirmed the need for aligning work environments to support patient/family outcomes. Poor work environments can result in lower patient satisfaction ( 11 ), and a higher chance of nursing care left undone in critical care areas ( 67 ), Improving healthcare cultures to be more collaborative has improved engagement ( 56 ) and can support a sense of community through belonging ( 57 ). In addition, work environments that are perceived as healthy can promote learning and growth, productivity, supporting individual well-being and organizational success ( 58 ). This study provides support for improvement initiatives to enhance team collaboration and the development of shared standard practices. Clinical Implications The results of this study have important clinical implications for pediatric critical care leadership and practice. Leaders should engage with nurses to identify preferred values and assess alignment with the current organizational culture. Where discrepancies are identified, targeted process improvement initiatives should aim to realign values and associated behaviors to promote healthy work environments. Specifically, collaborative and control cultures—emphasizing clear expectations and standard workflows—appear most congruent with pediatric critical care nursing, whereas competitive cultures are less preferred. Hospital leaders should be intentional in identifying organizational values and how they align with behavioral expectations. This includes clearly stated values with associated behavioral expectations, and structural supports such as extensive orientation programs with competency standards, escalation protocols without retaliation, peer support programs, civility standards, and the normalization of the need to support mental health. In addition, counterbalance work should be done to identify metrics that improve patient care and the mission without creating underlying competitive mindsets. In addition, pediatric critical care nurses may benefit from education on the physiology of cumulative stress and its relationship with emotional labor and organizational cultures. COR provides rationale that a healthy work environment is everyone’s responsibility to create resource caravans. While leadership needs to support the structures and accountability processes, it is within each team member to have intentionality to use behaviors that align with shared values, and to utilize stress reduction techniques to build coping strategies. Training in cognitive reframing techniques and fostering trauma-informed team practices may enhance resource gain and reduce cumulative stress, to support pediatric critical care nurses. Limitations and Future Research This study has several limitations. The sample was drawn from a single pediatric hospital, limiting generalizability. Future research should expand to multiple institutions and potentially other nursing specialties to explore whether similar patterns exist in broader healthcare settings. Additionally, while the study focused on surface acting, deep acting, and authentic display as dimensions of emotional labor, it did not distinguish between specific emotion regulation strategies within these dimensions. Further research could investigate how strategies such as cognitive reappraisal or attentional deployment within emotional labor differentially impact stress outcomes. Longitudinal studies would also help clarify causal relationships between organizational culture alignment, emotional labor strategies, and cumulative stress over time. Conclusion This study demonstrates that organizational culture misalignment contributes to stress among pediatric critical care nurses and that emotional labor strategies, specifically surface acting and deep acting, mediate this relationship. The findings from this study extend what is known about pediatric critical care cultures and how resource loss due to value misalignment can impact the use of emotion regulation strategies. Aligning organizational values with nurses’ preferences and promoting environments that encourage authenticity may offer valuable pathways to support pediatric critical care nurse well-being and optimize patient care outcomes. Declarations Funding Declaration: There was no funding utilized for this study. Author Contribution EB, AC, and MSP wrote the main manuscript. AC prepared the tables and figures, and AC and MSP edited the tables and figures. All authors reviewed and edited the manuscript, and all agreed on the final version. Data Availability The authors confirm that the data has been obtained and stored according to IRB policies. Data sharing is not available for this study. References Matsuishi Y, Mathis BJ, Masuzawa Y, Okubo N, Shimojo N, Hoshino H, et al. Severity and prevalence of burnout syndrome in paediatric intensive care nurses: A systematic review. Intensive & critical care nursing. 2021;67:103082. Rehder K, Adair KC, Sexton JB. The Science of Health Care Worker Burnout: Assessing and Improving Health Care Worker Well-Being. Archives of Pathology & Laboratory Medicine. 2021;145(9):1095-109. Rodríguez-Rey R, Palacios A, Alonso-Tapia J, Pérez E, Álvarez E, Coca A, et al. 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Journal of occupational health psychology. 2020;25(3):214-26. Ng AE, Gruenewald T, Juster RP, Trudel-Fitzgerald C. Affect regulation and allostatic load over time. Psychoneuroendocrinology. 2024;169:107163. Lauridsen MB, Munkejord MC. Creating Conditions for Professional Development through a Trauma-Informed and Restorative Practice. Social work. 2022;67(2):135-44. Alabak M, Hülsheger UR, Zijlstra FRH, Verduyn P. More than one strategy: A closer examination of the relationship between deep acting and key employee outcomes. Journal of occupational health psychology. 2020;25(1):32-45. Edmondson A. The Role of Psychological Safety: Maximizing Employee Input and Commitment. Leader to Leader. 2019;2019(92):13. Grailey KE, Murray E, Reader T, Brett SJ. The presence and potential impact of psychological safety in the healthcare setting: an evidence synthesis. BMC Health Services Research. 2021;21(1). Clarke E, Naswall K, Masselot A, Malinen S. 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Lampinen M-S, Konu AI, Kettunen T, Suutala EA. Factors that foster or prevent sense of belonging among social and health care managers. Leadership in Health Services. 2018;31(4):468-80. Alkhodary DA. Exploring the Relationship between Organizational Culture and Well-Being of Educational Institutions in Jordan. Administrative Sciences (2076-3387). 2023;13(3):92. Zhou T, Xu C, Wang C, Sha S, Wang Z, Zhou Y, et al. Burnout and well-being of healthcare workers in the post-pandemic period of COVID-19: a perspective from the job demands-resources model. BMC health services research. 2022;22(1):284. Gong L, Jiang S, Liang X. Competing value framework-based culture transformation. Journal of Business Research. 2022;145:853-63. Lu L, Ko YM, Chen HY, Chueh JW, Chen PY, Cooper CL. Patient Safety and Staff Well-Being: Organizational Culture as a Resource. Int J Environ Res Public Health. 2022;19(6). Ratna S, Bagyo Y, Widiyanti N, Sunarto S, Sonhaji S. CREDO ORGANIZATIONAL CULTURE AND ORGANIZATIONAL COMMITMENT AS PREDICTORS OF JOB SATISFACTION AND INTENTION TO LEAVE. Journal of Accounting, Business and Management (JABM). 2022;29:101. Angelini E, Wolf A, Wijk H, Brisby H, Baranto A. The impact of implementing a person-centred pain management intervention on resistance to change and organizational culture. BMC Health Services Research. 2021;21(1):1-11. Burns KEA, Pattani R, Lorens E, Straus SE, Hawker GA. The impact of organizational culture on professional fulfillment and burnout in an academic department of medicine. PLoS ONE. 2021;16(6). Day A, Sibley A, Scott N, Tallon J, Ackroyd-Stolarz S. Workplace risks and stressors as predictors of burnout: The moderating impact of job control and team efficacy. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration. 2009;26:7-22. Gutschmidt D, Vera A. Organizational culture, stress, and coping strategies in the police: An empirical investigation. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-7256587","acceptedTermsAndConditions":true,"allowDirectSubmit":false,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":503258365,"identity":"bbe2a22e-7c58-4535-86b6-9b829273888c","order_by":0,"name":"Elaine 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4","display":"","copyAsset":false,"role":"figure","size":179025,"visible":true,"origin":"","legend":"\u003cp\u003e\u003cem\u003eEffects of X (∆ Compete Culture) on Y (Stress) through M (Emotional Labor)\u003c/em\u003e\u003c/p\u003e","description":"","filename":"floatimage4.png","url":"https://assets-eu.researchsquare.com/files/rs-7256587/v1/1d918b4b8c76ef253e677d83.png"},{"id":98244819,"identity":"22149a9b-9c58-4156-830a-866d065fe67d","added_by":"auto","created_at":"2025-12-15 16:15:30","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1814806,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-7256587/v1/9c528f7a-252b-4f3a-a741-5682e783c1a2.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Mediating Effects of Emotional Labor on the Relationship between Perceived Culture Discrepancies and Stress Levels in Pediatric Nurses","fulltext":[{"header":"Background","content":"\u003cp\u003ePediatric critical care nurses provide highly complex emotional and technological care to the most ill or injured children. Rates of cumulative psychological stress and burnout among these nurses have been estimated to range between 42% and 77% (\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e). Psychological stress that becomes uncontrolled can have far-reaching maladaptive effects on individual nurses, their teams and patient care quality (\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e). Multiple factors contribute to cumulative stress in this specialty, including secondary traumatic stress (\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e), grief and perceived role unpreparedness (\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e), and continual exposure to high-intensity environments with limited organizational support for staff well-being (\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e). Although there has been an increased focus on the need to support pediatric critical care nurses, additional research is needed to inform how work cultures affect well-being.\u003c/p\u003e\u003cp\u003eIncreasingly, research highlights that the work environment—and specifically, organizational culture—can either buffer or exacerbate these stressors. Organizational culture comprises visible artifacts, stated core values, and deeper, underlying assumptions that influence behavior (\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e). Organizational cultures reflect the norms and underlying behavioral assumptions on how people come together to relate and contribute to a shared goal. Over time, the alignment of actual behaviors with stated values can significantly impact the emotional environment of the workplace (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e). Organizational values need to find a balance between internal and external focus, and stability and flexibility, to define norms for productivity and individual/team meaning within alignment of their personal values (\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e). The Competing Values Framework identifies four distinct organizational culture types, each characterized by different emphases and values reflected within collaborate, create, compete, and control cultures (\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e). Collaborate culture emphasizes flexibility and internal focus, prioritizing teamwork and friendliness, employee development, and participative decision-making. Create culture combines flexibility with external focus, valuing individual initiative to innovate, creativity, and adaptability to change. Compete culture emphasizes external focus and control, prioritizing market competitiveness, goal achievement, and outperforming rivals. Control culture combines internal focus with stability, emphasizing efficiency, consistency, and adherence to rules and procedures. The value alignment within cultures can impact the collective behaviors, success towards the goal, and the health of the work environments (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e). Simply put, a person’s individual values need to align with the stated expectations and actual behaviors of a culture. Related research on culture value alignment has shown improvements with compassion, job satisfaction, and patient satisfaction (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e), whereas misalignment has been associated with lower job satisfaction, increased stress, and compromised patient safety (\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e). It is essential to understand how value alignment between the current and preferred cultures affects the stress management of critical care nurses.\u003c/p\u003e\u003cp\u003eWithin any organizational culture, there are inherent rules on how emotions are managed and expressed, which can further impact stress levels. To conform to these rules, individuals engage in regulating emotional expressions as part of their job role, which can involve emotional labor (\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e). Emotional labor encompasses three key strategies: surface acting, which involves suppressing true feelings and displaying emotions not genuinely felt; deep acting, which involves modifying internal feelings to align with expected displays (\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e); and authentic display, where naturally felt emotions are displayed. (\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e). Surface acting has been linked to emotional dissonance and increased stress (\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e), while deep acting shows mixed effects, sometimes mitigating stress and other times yielding variable outcomes (\u003cspan additionalcitationids=\"CR20\" citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e–\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e). Authentic display tends to have the most beneficial effects on well-being, as it minimizes emotional strain (\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e), but may not support the organizational expectations. Emotion regulation strategies that help meet organizational expectations can utilize inner resources; hence, they are referred to as \u003cem\u003eemotional labor\u003c/em\u003e.\u003c/p\u003e\u003cp\u003eThe Conservation of Resources (COR) Theory provides a framework for understanding how individuals manage psychological stress. According to COR, stress occurs when resources, which may be tangible (such as social support) or intangible (such as self-worth, meaning, or value alignment ), are threatened, lost, or insufficiently replenished (\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e, \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e). If cumulative psychological stress remains uncontrolled, resources will begin to be conserved to maximize remaining resources, which may not be adaptive in the long run. Aligning with stress neuroscience research, prolonged, uncontrolled psychological stress activation can result in a sustained sympathetic nervous system response that resets the baseline, known as allostatic load (\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e). If allostatic load continues, the stress neural networks adapt for ease of activation, resulting in a dysregulated response called allostatic overload (\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e). Prolonged uncontrolled stress via allostatic overload can result in increased resource loss, resulting in cognitive, social and emotional exhaustion because of a decreased availability of resources to ameliorate the stress.\u003c/p\u003e\u003cp\u003eWork environments can provide strengthened opportunities to gain resources to help mitigate allostatic overload. These opportunities occur through the bundled availability of resources, known as resource caravans, which can buffer allostatic overload (\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e). Resource caravans in the work environment are used to buffer stress through parasympathetic activation (\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e), and include resources of psychological safety, being valued, teamwork, belonging, workload assistance and support, or alignment of shared values and behaviors. Resource caravans provide the ability to regulate cumulative stress, thereby supporting resilience factors that enable meaning-making, learning, and stress reduction (\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e). Additionally, they can protect individuals against the cumulative impact of trauma exposure and stress (\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e). Conversely, environments that impede resource accumulation may amplify vulnerability and accentuate resource loss.\u003c/p\u003e\u003cp\u003eProlonged exposure to resource-depleting environments results in allostatic overload, which can dysregulate neurological processes essential for emotional regulation, learning, and trauma recovery (\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e). In the context of COR theory, emotional labor can thus serve as a mechanism through which the perceived culture-stress relationship is transmitted. If the work environment fosters resource loss through misalignment of cultural values, nurses may resort more frequently to surface acting or maladaptive emotional labor strategies, accelerating stress accumulation.\u003c/p\u003e\u003cp\u003eEmerging research suggests that organizational culture not only establishes values and behavioral norms but also defines emotional norms. Emotional display norms influence how employees use emotional labor strategies (\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e). When nurses perceive a misalignment between their organization’s current culture and their preferred culture, they may engage in more resource-draining forms of emotional labor, contributing to cumulative stress. Conversely, alignment may support more resource-sustaining emotional regulation strategies.\u003c/p\u003e\u003cp\u003eDespite advances in understanding the relationship between organizational culture and stress, no known study has examined whether discrepancies between current and preferred culture types are associated with stress through different emotional labor strategies among pediatric critical care nurses. Addressing this gap, the present study investigates whether surface acting, deep acting, and authentic display mediate the relationship between perceived culture discrepancies and stress levels. The focus on pediatric critical care nurses addresses a high-stress specialty with significant burnout rates. Guided by COR theory, this research aims to clarify the indirect pathways through which organizational culture influences cumulative stress, providing insights to inform interventions that support nurse well-being and, ultimately, patient care.\u003c/p\u003e"},{"header":"Methods","content":"\u003cp\u003e\u003cb\u003eStudy Design and Setting\u003c/b\u003e\u003c/p\u003e\u003cp\u003eThis study was conducted at a large freestanding pediatric hospital in the United States that is a member of the Children’s Hospital Association (CHA). CHA hospitals deliver high-acuity tertiary care and adhere to consistent quality standards in treating pediatric and young adult patients. The study focused on the hospital’s critical care departments, which included the emergency department (ED), pediatric intensive care unit (PICU), trauma intensive care unit (TICU), neonatal intensive care unit (NICU), cardiac intensive care unit (CICU), critical care float resource team (CRT), and air/ground transport services. These departments collectively serve as the hospital’s frontline environments for pediatric critical care delivery.\u003c/p\u003e\u003cp\u003e\u003cb\u003eParticipants and Sampling Method\u003c/b\u003e\u003c/p\u003e\u003cp\u003eThe population of interest included approximately 66,000 registered nurses working in critical care departments at the 220 CHA-affiliated pediatric hospitals across the United States. The target population was defined as permanent staff nurses at the study hospital who had been employed in a critical care unit (PICU/TICU, NICU, CRT, CICU, ED, or Transport) for at least three months. This minimum tenure was established based on research indicating that unit acclimation and cultural socialization typically occur within 90 days (\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e). The sampling frame included staff registered nurses who attended mandatory unit staff meetings and were listed in department-wide communication lists, which included about 600 nurses. A convenience sampling strategy was employed due to the accessibility of participants and the organizational structure, in which all eligible nurses were employed within a single institution (\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e, \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e). Recruitment occurred during in-person staff meetings and through email follow-ups over a six-week period from July 2024 to August 2024. A total of 101 nurses consented to participate, but only 96 completed the full survey and were retained in the final sample (\u003cem\u003eN\u003c/em\u003e = 96).\u003c/p\u003e\u003cp\u003e\u003cb\u003eData Collection Tools (Instruments)\u003c/b\u003e\u003c/p\u003e\u003cp\u003eData were collected using three validated self-report instruments: the Organizational Culture Assessment Instrument (\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e), the Emotional Labor Scale (\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e), and the Perceived Stress Scale–10 (\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e). All instruments were administered in English and used in their original forms.\u003c/p\u003e\u003cp\u003e\u003cb\u003eOrganizational Culture Assessment Instrument\u003c/b\u003e\u003c/p\u003e\u003cp\u003eOrganizational culture was assessed using the Organizational Culture Assessment Instrument (OCAI), created by Cameron and Quinn (\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e), which is based on the Competing Values Framework. The instrument evaluates six organizational dimensions—dominant characteristics, leadership, employee management, organizational glue, strategic emphasis, and success criteria—across four culture types: collaborate, create, compete, and control. Respondents used ipsative scoring, allocating 100 points among four items per category to reflect both current and preferred perceptions of organizational culture. Culture type scores were obtained by summing the points assigned to each culture dimension across the six categories. The OCAI has been widely applied in organizational and health care contexts and shows acceptable internal consistency. In this study, Cronbach’s alpha coefficients for current culture subscales were: collaborate (𝛼 = .931), create (𝛼 = .782), compete (𝛼 = .917), and control (𝛼 = .742).\u003c/p\u003e\u003cp\u003e\u003cb\u003eEmotional Labor Scale\u003c/b\u003e\u003c/p\u003e\u003cp\u003eEmotional labor was assessed using a combination of items from Brotheridge and Lee’s (\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e) original ELS and the revised version by Diefendorff et al. (\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e), which includes surface acting, deep acting, and authentic display subscales. Surface acting was measured using seven items, deep acting using four items, and authentic display using three items. All items were rated on a 5-point Likert scale from 1 (strongly disagree) to 5 (strongly agree), and each subscale was scored separately by averaging item responses. The ELS has been validated in various occupational groups and settings. Internal consistency in the present study was strong: surface acting (𝛼 = .922), deep acting (𝛼 = .881), and authentic display (𝛼 = .881).\u003c/p\u003e\u003cp\u003e\u003cb\u003ePerceived Stress Scale–10 (PSS-10)\u003c/b\u003e\u003c/p\u003e\u003cp\u003eStress was measured using the 10-item version of the Perceived Stress Scale (PSS-10), developed by Cohen et al. (\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e) and refined by Cohen and Williamson (\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e). The instrument assesses perceived unpredictability, lack of control, and overload over the past month. Items were rated on a 5-point Likert scale from 0 (never) to 4 (very often), with total scores ranging from 0 to 40. Higher scores indicate greater perceived stress. Four items (\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e, and \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e) were reverse-scored. The PSS-10 is widely used in healthcare research and demonstrates sound psychometric properties. In this study, the Cronbach’s alpha was 𝛼 = .922.\u003c/p\u003e\u003cp\u003e\u003cb\u003eEthical Considerations\u003c/b\u003e\u003c/p\u003e\u003cp\u003e This study was approved by the Institutional Review Board of Grand Canyon University (Reference# IRB-2024-6467), and written authorization was obtained from the study site. The study was conducted in accordance with the principles of the Declaration of Helsinki and the Belmont Report. It strictly adhered to the principles of informed consent, voluntary participation, and data anonymity to ensure compliance with ethical standards and safeguard participant privacy.\u003c/p\u003e\u003ch2\u003eStatistical Analysis\u003c/h2\u003e\u003cp\u003eData were analyzed using PROCESS for R (\u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e). Descriptive statistics were used to summarize participants’ demographic characteristics and compute means and standard deviations for each variable. Before conducting inferential analysis, the data were screened for missing values, normality, and outliers. Skewness and kurtosis were within acceptable ranges. No significant outliers were noted.\u003c/p\u003e\u003cp\u003eA parallel mediation model was tested using PROCESS Model 4 to examine whether three dimensions of emotional labor—surface acting, deep acting, and authentic display—simultaneously mediated the relationship between perceived organizational culture discrepancies (i.e., the difference between current and preferred culture scores) and perceived stress. Separate mediation analyses were conducted for each of the four organizational culture dimensions as independent variables: collaborate, create, control, and compete differences. The dependent variable was perceived stress, as measured by the Perceived Stress Scale–10 (PSS-10).\u003c/p\u003e\u003cp\u003eEach model included 10,000 bias-corrected bootstrap samples to estimate 95% confidence intervals for indirect effects. Mediation was considered significant when the bootstrapped confidence intervals did not include zero. Statistical significance for direct and total effects was determined using a \u003cem\u003ep\u003c/em\u003e-value threshold of less than .05. All ordinary least squares (OLS) regression assumptions were assessed and met. The direct, indirect, and total effects of the models were examined, and the strength of each path was evaluated based on its unstandardized coefficient and statistical significance.\u003c/p\u003e"},{"header":"Results","content":"\u003cp\u003eA total of 96 critical care nurses from a large urban not-for-profit pediatric tertiary-level one trauma center participated in the study. As shown in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e, the majority of participants identified as female (85.4%), with 10.4% identifying as male, and 4.2% preferring not to specify a gender. Nurses from various clinical units contributed to the study, with the highest representation from the PICU (36.5%), followed by the ED (20.8%), CICU (17.7%), NICU (10.4%), Transport (9.4%), and CRT (5.2%; Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e). Years of nursing experience were well distributed across categories, with approximately 28% reporting 7\u0026ndash;15 years of experience and 26% reporting over 16 years (Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e). Similarly, tenure on the current unit was evenly distributed, with approximately 27% reporting 7\u0026ndash;15 years of service (Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003e\u003cem\u003eParticipation by Gender\u003c/em\u003e\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGender\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cem\u003en\u003c/em\u003e\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003e%\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eMale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e10.4\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eFemale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e82\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e85.4\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eNon-binary\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.0\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePrefer Not to Answer\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e4.2\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTotal\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e96\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e100\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003e\u003cem\u003eParticipation by Clinical Unit\u003c/em\u003e\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eUnit Worked\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cem\u003en\u003c/em\u003e\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003e%\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePICU (includes TICU)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e35\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e36.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eNICU\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e10.4\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCICU\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e17\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e17.7\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eED\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e20\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e20.8\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCRT\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e5.2\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTransport\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e9.4\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTotal\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e96\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e100.0\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003e\u003cem\u003eYears of Nursing Experience\u003c/em\u003e\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eYears of Nursing Experience\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFrequency\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePercentage\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1\u0026ndash;2 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e20\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e20.8\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3\u0026ndash;6 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e17\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e17.7\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e7\u0026ndash;15 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e27\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e28.1\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e16\u0026thinsp;+\u0026thinsp;years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e25\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e26\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePrefer Not to Answer\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e7\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e7.3\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTotal\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e96\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e100\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003e\u003cem\u003eYears Working in Clinical Unit\u003c/em\u003e\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eYears Working in Clinical Unit\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFrequency\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePercentage\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e0\u0026ndash;2 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e24\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e25\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3\u0026ndash;6 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e25\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e26\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e7\u0026ndash;15 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e26\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e27.1\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e16\u0026thinsp;+\u0026thinsp;years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e14\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e14.6\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePrefer Not to Answer\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e7\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e7.3\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTotal\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e96\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e100\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eDescriptive statistics for the primary study variables are reported in Table\u0026nbsp;\u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e. The mean scores for the four organizational culture dimensions, as measured by the OCAI, indicated that compete and collaborate cultures had the highest average values (\u003cem\u003eM\u003c/em\u003e\u0026thinsp;=\u0026thinsp;115.8 and \u003cem\u003eM\u003c/em\u003e = -114.9, respectively), followed by create (\u003cem\u003eM\u003c/em\u003e = -46.2) and control (\u003cem\u003eM\u003c/em\u003e\u0026thinsp;=\u0026thinsp;15.3) cultures. The mean stress score on the Perceived Stress Scale\u0026ndash;10 (PSS) was 21.91 (\u003cem\u003eSD\u003c/em\u003e\u0026thinsp;=\u0026thinsp;6.25), indicating a moderate level of perceived stress. Emotional labor dimensions showed moderate average levels across all subscales, with surface acting (\u003cem\u003eM\u003c/em\u003e\u0026thinsp;=\u0026thinsp;3.26), deep acting (\u003cem\u003eM\u003c/em\u003e\u0026thinsp;=\u0026thinsp;3.11), and authentic display (\u003cem\u003eM\u003c/em\u003e\u0026thinsp;=\u0026thinsp;3.44).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003e\u003cem\u003eVariable Descriptive Statistics\u003c/em\u003e\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eVariables\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cem\u003eM\u003c/em\u003e\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u003cem\u003eSD\u003c/em\u003e\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMin\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMax\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCollaborate Culture\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCurrent\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e151.1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e74.0\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e410\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePreferred\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e266.0\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e62.3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e145\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e420\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDifference\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e-114.9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e69.1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e-295\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e20\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCreate Culture\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCurrent\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e79.0\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e44.3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e255\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePreferred\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e125.2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e43.0\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e45\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e335\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDifference\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e-46.2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e47.7\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e-220\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e85\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCompete Culture\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCurrent\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e181.9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e101.1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e560\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePreferred\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e66.1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e50.3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e0\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e340\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDifference\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e115.8\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e95.3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e-80\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e410\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eControl Culture\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCurrent\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e191.6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e54.0\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e30\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e320\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePreferred\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e176.3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e53.7\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e70\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e360\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDifference\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e15.3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e51.1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e-130\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e135\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eEmotional Labor\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSurface Acting\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e3.26\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e.80\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDeep Acting\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e3.11\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e.74\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e1.67\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e4.67\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAuthentic Display\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e3.44\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.61\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e4.67\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eStress\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e21.91\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e6.25\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e30\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003eCollaborate Culture\u003c/b\u003e\u003c/p\u003e\u003cp\u003eThe following analysis examined emotional labor dimensions as parallel mediators between differences in collaborate culture and the participants’ stress. The total effect for the model was significant, \u003cem\u003eF\u003c/em\u003e(1, 94) = 23.602, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001, \u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .201. The results of the mediation are significant, indicating the dimensions of emotional labor mediated the effect of differences in collaborate culture on participant stress, \u003cem\u003eab\u003c/em\u003e = -0.041, 95% CI[-0.057, -0.024], with surface acting (\u003cem\u003ea\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e = -0.036, 95% CI[-0.056, -0.026]) and deep acting (\u003cem\u003ea\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e = -0.007, 95% CI[-0.015, -0.001]) significantly contributing to the indirect effect, a model of which is shown in Fig. 1.\u003c/p\u003e\n\u003cp\u003eThe results, shown in Tables\u0026nbsp;6 and 7, indicate that when individuals report a deficit in collaborate culture—i.e., when their preferred level of collaboration exceeds their current experience, indicating a cultural deficit—stress increases indirectly through emotional labor. For example, the sample’s mean for the current Collaborate Culture was 151.07, while the preferred mean was 266.00, giving a difference of -114.95. The results suggest that stress due to the current Collaborate Culture is increased by (-0.041 x -114.95) = 4.71 units on the PSS scale above what it would be if the preferred culture were in place.\u003c/p\u003e\n\u003cp\u003eIndividual emotional labor dimensions transmitted effects differently. Greater cultural deficits are associated with increased surface acting, which, in turn, is linked to higher stress. Using the prior example, 4.14 of the 4.71-unit increase is attributable to surface acting. The model also found a small but significant mediation effect through deep acting, suggesting the relationship between differences in collaborate culture and stress is partially mediated by deep acting, accounting for 0.804 units of stress in the example. Authentic display did not significantly mediate the relationship, \u003cem\u003ea\u003c/em\u003e\u003csub\u003e2\u003c/sub\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e2\u003c/sub\u003e = 0.003, 95% CI [-0.015, 0.019] but contributed to the overall effect by reducing stress by 0.344 units. The direct effect of collaborate culture difference on stress was not significant, c’ = -0.001, \u003cem\u003ep\u003c/em\u003e = .940, indicating emotional labor dimensions mediate the full effect within the model.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cimg 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\"\u003e\u003c/p\u003e\n\u003ctable id=\"Tab7\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv\u003eTable 7\u003c/div\u003e\n \u003cdiv\u003e\n \u003cp\u003e\u003cem\u003eTotal, Direct, and Indirect Effects of X (∆ Collaborate Culture) on Y (Stress)\u003c/em\u003e\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\u0026nbsp;\u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eEffect\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eLLCI\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eULCI\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTotal Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.004*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.006\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDirect Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.940\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eIndirect Effects\u003csup\u003e†\u003c/sup\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Total\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.004*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.006\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Surface Acting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.004*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.005\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Authentic Display\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Deep Acting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.001*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003ctfoot\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"6\"\u003e\u003cem\u003eNote.\u003c/em\u003e \u003csup\u003e†\u003c/sup\u003e Based on 10,000 bootstrap samples; * statistically significant 95% CI.\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tfoot\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cstrong\u003eCreate Culture\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eUsing parallel mediation, the effect of differences in create culture (i.e., the difference between \u003cem\u003ecurrent\u003c/em\u003e and \u003cem\u003epreferred\u003c/em\u003e create culture scores on the OCAI; Cameron \u0026amp; Quinn, 1999) on stress was examined, with emotional labor dimensions acting as mediators. The total effect model was not significant, \u003cem\u003eF\u003c/em\u003e(1, 94) = 0.018, \u003cem\u003ep\u003c/em\u003e = .894, \u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .000. The nonsignificant direct (\u003cem\u003ec\u003c/em\u003e′ = 0.017) and indirect (\u003cem\u003eab\u003c/em\u003e = -0.019) effects were opposing in direction but both statistically insignificant, resulting in no net effect on stress. The mediation by deep acting was statistically significant, \u003cem\u003ea\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e = -0.010, 95% CI [-0.022, -0.002]; however, this result has no practical meaning within the model. The statistical model is illustrated in Fig. 2, and the statistical results are presented in Tables 8 and 9.\u003c/p\u003e\n\u003ctable id=\"Tab8\" border=\"1\"\u003e\u003c/table\u003e\n\u003cp\u003e\u003cstrong\u003eTable 8\u0026nbsp;\u003c/strong\u003e\u003cem\u003eRegression Coefficients and Model Summary Information for Effects on Stress Parallel Multiple Mediator Model for Change in Create Culture\u003c/em\u003e\u003c/p\u003e\n\u003cdiv\u003e\n \u003ctable id=\"Taba\" border=\"1\"\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\u0026nbsp;\u003c/th\u003e\n \u003cth align=\"left\" colspan=\"19\"\u003e\n \u003cp\u003eConsequent\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e1 (EL: Surface Acting)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e2 (EL: Authentic Display)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e3 (EL: Deep Acting)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eY\u003c/em\u003e (Stress)\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAntecedent\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCoeff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCoeff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCoeff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCoeff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eX\u003c/em\u003e (∆ Create Culture)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ea\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e− .002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.288\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ea\u003c/em\u003e\u003csub\u003e2\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.031\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ea\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.005\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ec\u003c/em\u003e’\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.081\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e1 (EL: Surface Acting)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.504\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.105\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e2 (EL: Authentic Display)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e2\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.011\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.137\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.938\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e3 (EL: Deep Acting)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e− .216\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.066\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eConstant\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ei\u003c/em\u003e\u003csub\u003e\u003cem\u003eM\u003c/em\u003e1\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.177\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.113\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ei\u003c/em\u003e\u003csub\u003e\u003cem\u003eM\u003c/em\u003e2\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.575\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.086\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ei\u003c/em\u003e\u003csub\u003e\u003cem\u003eM\u003c/em\u003e3\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.332\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.101\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ei\u003c/em\u003e\u003csub\u003e\u003cem\u003eY\u003c/em\u003e\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1.262\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.826\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.130\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .012\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .049\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .092\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .561\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eF\u003c/em\u003e(1, 94) = 1.143,\u003c/p\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e = .288\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eF\u003c/em\u003e(1, 94) = 4.824,\u003c/p\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e = .031\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eF\u003c/em\u003e(1, 94) = 9.575,\u003c/p\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e = .003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eF\u003c/em\u003e(4, 91) = 27.343,\u003c/p\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e \u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003ctfoot\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"20\"\u003e\u003cem\u003eNote.\u003c/em\u003e Total effect, \u003cem\u003eF\u003c/em\u003e(1, 94) = 0.018, \u003cem\u003ep\u003c/em\u003e = .894, \u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .000.\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tfoot\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003ctable id=\"Tab9\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv\u003eTable 9\u003c/div\u003e\n \u003cdiv\u003e\n \u003cp\u003e\u003cem\u003eTotal, Direct, and Indirect Effects of X (∆ Create Culture) on Y (Stress)\u003c/em\u003e\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\u0026nbsp;\u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eEffect\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eLLCI\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eULCI\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTotal Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.894\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDirect Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.081\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.004\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eIndirect Effects\u003csup\u003e†\u003c/sup\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Total\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.004\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Surface Acting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Authentic Display\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Deep Acting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.001*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003ctfoot\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"6\"\u003e\u003cem\u003eNote.\u003c/em\u003e \u003csup\u003e†\u003c/sup\u003e Based on 10,000 bootstrap samples; * statistically significant 95% CI.\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tfoot\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cstrong\u003eControl Culture\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eA parallel mediation by emotional labor dimensions was tested against the relationship between differences of control culture (\u003cem\u003ecurrent\u003c/em\u003e minus \u003cem\u003epreferred\u003c/em\u003e control culture scores) and stress. The total effect of the model was not significant, \u003cem\u003eF\u003c/em\u003e(1, 94) = 1.909, \u003cem\u003ep\u003c/em\u003e = .170, \u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .020, indicating that differences between the current and preferred control culture did not have an effect on stress either directly, \u003cem\u003ec\u003c/em\u003e’ = -0.003, 95% CI[-0.021, 0.015], or indirectly, \u003cem\u003eab\u003c/em\u003e = -0.014, 95% CI[-0.032, 0.004]. Surface acting alone showed evidence of mediating the effect within the model, \u003cem\u003ea\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e = -0.018, 95% CI [-0.037, -0.001]; however, examining one aspect of emotional labor separately from the whole, and within a nonsignificant model, should be interpreted with caution, as the overall model was not statistically significant and the isolated path does not establish a robust mediating mechanism. The statistical model is described in Fig. 3, and the results are presented in Tables 10 and 11.\u003c/p\u003e\n\u003ctable id=\"Tab10\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv\u003eTable 10\u003c/div\u003e\n \u003cdiv\u003e\n \u003cp\u003e\u003cem\u003eRegression Coefficients and Model Summary Information for Effects on Stress Parallel Multiple Mediator Model for Change in Control Culture\u003c/em\u003e\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\u0026nbsp;\u003c/th\u003e\n \u003cth align=\"left\" colspan=\"19\"\u003e\n \u003cp\u003eConsequent\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e1 (EL: Surface Acting)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e2 (EL: Authentic Display)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e3 (EL: Deep Acting)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eY\u003c/em\u003e (Stress)\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAntecedent\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCoeff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCoeff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCoeff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCoeff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eX\u003c/em\u003e (∆ Control Culture)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ea\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e− .003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.036\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ea\u003c/em\u003e\u003csub\u003e2\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.035\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ea\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e− .001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.519\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ec\u003c/em\u003e’\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e− .000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.744\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e1 (EL: Surface Acting)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.534\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.105\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e2 (EL: Authentic Display)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e2\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.067\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.137\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.624\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eM\u003c/em\u003e3 (EL: Deep Acting)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e− .189\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.065\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.005\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eConstant\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ei\u003c/em\u003e\u003csub\u003e\u003cem\u003eM\u003c/em\u003e1\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.313\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.083\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ei\u003c/em\u003e\u003csub\u003e\u003cem\u003eM\u003c/em\u003e2\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.405\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.064\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ei\u003c/em\u003e\u003csub\u003e\u003cem\u003eM\u003c/em\u003e3\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3.332\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.101\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ei\u003c/em\u003e\u003csub\u003e\u003cem\u003eY\u003c/em\u003e\u003c/sub\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.807\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.796\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.313\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .046\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .046\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .004\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .546\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eF\u003c/em\u003e(1, 94) = 4.523,\u003c/p\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e = .036\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eF\u003c/em\u003e(1, 94) = 4.563,\u003c/p\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e = .035\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eF\u003c/em\u003e(1, 94) = 0.419,\u003c/p\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e = .519\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\" colspan=\"4\"\u003e\n \u003cp\u003e\u003cem\u003eF\u003c/em\u003e(4, 91) = 27.399,\u003c/p\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e \u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003ctfoot\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"20\"\u003e\u003cem\u003eNote.\u003c/em\u003e Total effect, \u003cem\u003eF\u003c/em\u003e(1, 94) = 1.909, \u003cem\u003ep\u003c/em\u003e = .170, \u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .020\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tfoot\u003e\n\u003c/table\u003e\n\u003ctable id=\"Tab11\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv\u003eTable 11\u003c/div\u003e\n \u003cdiv\u003e\n \u003cp\u003e\u003cem\u003eTotal, Direct, and Indirect Effects of X (∆ Control Culture) on Y (Stress)\u003c/em\u003e\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\u0026nbsp;\u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eEffect\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eLLCI\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eULCI\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTotal Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.170\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.004\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDirect Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.744\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eIndirect Effects\u003csup\u003e†\u003c/sup\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Total\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Surface Acting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.002*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.004\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Authentic Display\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Deep Acting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003ctfoot\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"6\"\u003e\u003cem\u003eNote.\u003c/em\u003e \u003csup\u003e†\u003c/sup\u003e Based on 10,000 bootstrap samples; * statistically significant 95% CI.\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tfoot\u003e\n\u003c/table\u003e\u003cstrong\u003eCompete Culture\u003c/strong\u003e\n\u003cp\u003eParallel mediation by emotional labor for the relationship between differences in compete culture (\u003cem\u003ecurrent\u003c/em\u003e minus \u003cem\u003epreferred\u003c/em\u003e compete culture scores) and stress was tested. The model’s total effect was significant, \u003cem\u003eF\u003c/em\u003e(1, 94) = 20.604, \u003cem\u003ep\u003c/em\u003e \u0026lt; .001, \u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e = .180, and the indirect effect was statistically significant for surface acting, \u003cem\u003ea\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e1\u003c/sub\u003e = 0.028, 95% CI [0.015, 0.040], and deep acting, \u003cem\u003ea\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e3\u003c/sub\u003e = 0.006, 95% CI [0.001, 0.012], as shown in Fig. 4 and Tables 12 and 13. Results for authentic display were not significant, \u003cem\u003ea\u003c/em\u003e\u003csub\u003e2\u003c/sub\u003e\u003cem\u003eb\u003c/em\u003e\u003csub\u003e2\u003c/sub\u003e = -0.002, 95% CI [-0.014, 0.012].\u003c/p\u003e\n\u003cp\u003eThe results indicate that as the current compete culture grew greater than what participants preferred, emotional labor: surface acting and deep acting passed along the effect as increased stress. For example, a current compete culture that is 115.81 points greater than preferred, which is the sample’s mean difference, would increase stress by 3.67 units on the PSS scale, 3.24 of which is mediated through surface acting and 0.68 of which is through deep acting. Although a nonsignificant contributor, authentic display has a negative effect, reducing stress in this example by 0.22.\u003c/p\u003e\n\u003cp\u003e\u003cimg 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\"\u003e\u003c/p\u003e\n\u003ctable id=\"Tab13\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv\u003eTable 13\u003c/div\u003e\n \u003cdiv\u003e\n \u003cp\u003e\u003cem\u003eTotal, Direct, and Indirect Effects of X (∆ Compete Culture) on Y (Stress)\u003c/em\u003e\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\u0026nbsp;\u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eEffect\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eSE\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003ep\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eLLCI\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e\u003cem\u003eULCI\u003c/em\u003e\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTotal Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.003*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u0026lt; .001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.004\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDirect Effect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e.515\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eIndirect Effects\u003csup\u003e†\u003c/sup\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Total\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.004\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Surface Acting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.003*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.002\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.004\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Authentic Display\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e-0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEL: Deep Acting\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001*\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e---\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e0.001\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003ctfoot\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"6\"\u003e\u003cem\u003eNote\u003c/em\u003e. \u003csup\u003e†\u003c/sup\u003e Based on 10,000 bootstrap samples; * statistically significant 95% CI.\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tfoot\u003e\n\u003c/table\u003e\n\u003cp\u003eAmong the four organizational culture types, both collaborate and compete cultures demonstrated significant total effects on stress when there were value discrepancies that were mediated through emotional labor, particularly through surface and deep acting. In contrast, the create and control culture dimensions did not exhibit significant total or direct effects, suggesting that perceived discrepancies in these culture types are less associated with emotional labor–induced stress among this sample of critical care nurses.\u003c/p\u003e"},{"header":"Discussion","content":"\u003cp\u003ePediatric critical care nurses face extensive emotional demands in their work, often motivated by a strong sense of meaning and purpose. Many enter the profession because their personal values align with the desire to help others (\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e). Ideally, individual and organizational values should align, thereby fostering compassion, well-being, and job satisfaction (\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e). However, when these values are misaligned, psychological distress can arise (\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e). From the lens of Conservation of Resources (COR) Theory, value incongruence constitutes a threat to important resources, leading to emotional strain and maladaptive coping behaviors aimed at minimizing further resource loss (\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e). While it has been found that lack of organizational support can contribute to burnout in pediatric critical care areas (\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e), the findings from this study suggest that personal and organizational value misalignment contributes to increased stress, and that emotional labor strategies, particularly surface and deep acting, serve as significant mediators in this relationship.\u003c/p\u003e\u003cp\u003eThis study found that pediatric critical care nurses prefer values within the collaborate and control culture types, with the least preference for compete and create culture types. Collaborative cultures emphasize values such as cooperation, integrity, trust, commitment, and caring, while control cultures favor the values of competency, dependability, accountability, structure, and stability (\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e). Conversely, compete cultures prioritize values supporting accomplishment and achievement, aiming to outpace competitors, whereas create cultures focus on developing ground-breaking advancements (\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e). The largest differences between the current and preferred culture types were in the collaborate and compete dimensions. Nurses preferred cultures that were more collaborative, with some elements of control culture, and did not favor compete or create cultures. When there was a greater discrepancy between the current and preferred culture in collaborate and compete dimensions, higher stress levels were observed, mediated through surface and deep acting. Surface acting had a stronger mediating effect on stress than deep acting, consistent with existing literature linking surface acting to emotional dissonance, resource depletion, and psychological (\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e, \u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e). Despite surface acting meeting organizational emotional display rules, it does so at the cost of emotional authenticity and increased cognitive effort (\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e). The integration of emotion regulation strategies and organizational display rules can utilize inner resources. From a COR perspective, frequent surface acting may increase resource loss, especially in environments where collaborative values are undermined.\u003c/p\u003e\u003cp\u003eAdditionally, surface acting can be present in stressful settings, which suggests that emotion regulation centers that promote reframing and perspective-taking might not be as active due to cumulative stress, while emotional suppression is more accessible during high-stress states. It has been found that when stress centers become dysregulated in allostatic overload, the same disruption can occur in emotion regulation centers (\u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e47\u003c/span\u003e). Surface acting results in more stress than deep acting because it requires nurses to suppress genuine emotions while displaying feelings they do not actually feel, creating cognitive dissonance that quickly depletes psychological resources. In contrast, deep acting, though still effortful, aligns internal and external emotional states, reducing this resource-draining dissonance (\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e). Supportive cultures that emphasize compassion and belonging can help counteract resource loss by enabling resource caravans (\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e, \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e) to activate parasympathetic activity, which helps lower stress and stimulates neural centers involved in self-awareness and reflection (\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e). Resource caravans within teams can reduce stress and enhance neural functioning to build additional resources.\u003c/p\u003e\u003cp\u003eDeep acting, while less depleting than surface acting, still mediated the relationship between culture misalignment and stress. Deep acting involves efforts to authentically experience the emotions required by organizational norms, but this strategy requires cognitive and emotional resources. Prior research suggests that the effectiveness of deep acting may depend on the specific strategies used, such as cognitive reappraisal or attentional deployment (\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e). Although this study did not differentiate between such strategies, prior evidence has suggested that attentional deployment within deep acting can result in higher stress than cognitive reappraisal (\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e). Therefore, there is a need to promote reappraisal or reframing.\u003c/p\u003e\u003cp\u003eAlthough authentic display did not emerge as a statistically significant mediator, its association with reduced stress highlights its potential value. Environments that foster authenticity have also been found to have higher psychological safety. Authentic display involves the genuine expression of emotions and may offer a less resource-intensive pathway to emotional regulation (\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e). Environments that foster authenticity have also been found to have higher psychological safety. Psychological safety has been extensively researched and is the ability to take risks within a social environment without fear of negative results (\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e). Although psychological safety is an internal mindset, it requires external resources, such as resource caravans (\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e) to develop. Psychological safety is improved in collaborative environments with shared values and goals (\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e51\u003c/span\u003e), and can improve overall employee well-being (\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e). In absence of psychological safety, the team environment can have maladaptive forms of communication such as incivility (\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e). Although authentic display was not a mediating mechanism in this study, fostering workplace environments that encourage authenticity may still provide complementary strategies to reduce cumulative stress in pediatric critical care settings.\u003c/p\u003e\u003cp\u003eThese findings advance previous research by identifying emotional labor strategies as mechanisms through which organizational culture misalignment influences stress among pediatric critical care nurses. While earlier studies have linked work environment factors to stress and burnout (\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e), this study is among the first to empirically test the indirect role of emotional labor strategies within a theoretical COR framework in this population.\u003c/p\u003e\u003cp\u003eThere is increasing recognition that aligning organizational culture with employee values is essential to support nurse well-being. When misalignment occurs, it can lead to accentuated psychological stress (\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e54\u003c/span\u003e). Although individual coping strategies have been widely promoted, growing evidence suggests that organizational interventions are critical for sustainable stress reduction (\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e). Improving healthcare organizational cultures to promote collaboration and authenticity has been linked to better engagement (\u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e), a greater sense of community (\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e), and overall healthier work environments (\u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e). In contrast, poor work environments have been associated with burnout (\u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e59\u003c/span\u003e), mistrust (\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e), safety risks (\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e), greater turnover intention (\u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e), resistance to change (\u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e63\u003c/span\u003e), and decreased professional fulfillment (\u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e) which can result in an increase in cumulative stress for the healthcare professional (\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e66\u003c/span\u003e). Similarly, other studies have confirmed the need for aligning work environments to support patient/family outcomes. Poor work environments can result in lower patient satisfaction (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e), and a higher chance of nursing care left undone in critical care areas (\u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e67\u003c/span\u003e), Improving healthcare cultures to be more collaborative has improved engagement (\u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e) and can support a sense of community through belonging (\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e). In addition, work environments that are perceived as healthy can promote learning and growth, productivity, supporting individual well-being and organizational success (\u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e). This study provides support for improvement initiatives to enhance team collaboration and the development of shared standard practices.\u003c/p\u003e\u003cp\u003e\u003cb\u003eClinical Implications\u003c/b\u003e\u003c/p\u003e\u003cp\u003eThe results of this study have important clinical implications for pediatric critical care leadership and practice. Leaders should engage with nurses to identify preferred values and assess alignment with the current organizational culture. Where discrepancies are identified, targeted process improvement initiatives should aim to realign values and associated behaviors to promote healthy work environments. Specifically, collaborative and control cultures\u0026mdash;emphasizing clear expectations and standard workflows\u0026mdash;appear most congruent with pediatric critical care nursing, whereas competitive cultures are less preferred. Hospital leaders should be intentional in identifying organizational values and how they align with behavioral expectations. This includes clearly stated values with associated behavioral expectations, and structural supports such as extensive orientation programs with competency standards, escalation protocols without retaliation, peer support programs, civility standards, and the normalization of the need to support mental health. In addition, counterbalance work should be done to identify metrics that improve patient care and the mission without creating underlying competitive mindsets.\u003c/p\u003e\u003cp\u003eIn addition, pediatric critical care nurses may benefit from education on the physiology of cumulative stress and its relationship with emotional labor and organizational cultures. COR provides rationale that a healthy work environment is everyone\u0026rsquo;s responsibility to create resource caravans. While leadership needs to support the structures and accountability processes, it is within each team member to have intentionality to use behaviors that align with shared values, and to utilize stress reduction techniques to build coping strategies. Training in cognitive reframing techniques and fostering trauma-informed team practices may enhance resource gain and reduce cumulative stress, to support pediatric critical care nurses.\u003c/p\u003e\u003cp\u003e\u003cb\u003eLimitations and Future Research\u003c/b\u003e\u003c/p\u003e\u003cp\u003eThis study has several limitations. The sample was drawn from a single pediatric hospital, limiting generalizability. Future research should expand to multiple institutions and potentially other nursing specialties to explore whether similar patterns exist in broader healthcare settings. Additionally, while the study focused on surface acting, deep acting, and authentic display as dimensions of emotional labor, it did not distinguish between specific emotion regulation strategies within these dimensions. Further research could investigate how strategies such as cognitive reappraisal or attentional deployment within emotional labor differentially impact stress outcomes. Longitudinal studies would also help clarify causal relationships between organizational culture alignment, emotional labor strategies, and cumulative stress over time.\u003c/p\u003e"},{"header":"Conclusion","content":"\u003cp\u003eThis study demonstrates that organizational culture misalignment contributes to stress among pediatric critical care nurses and that emotional labor strategies, specifically surface acting and deep acting, mediate this relationship. The findings from this study extend what is known about pediatric critical care cultures and how resource loss due to value misalignment can impact the use of emotion regulation strategies. Aligning organizational values with nurses\u0026rsquo; preferences and promoting environments that encourage authenticity may offer valuable pathways to support pediatric critical care nurse well-being and optimize patient care outcomes.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003eFunding Declaration: There was no funding utilized for this study.\u003c/p\u003e\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eEB, AC, and MSP wrote the main manuscript. AC prepared the tables and figures, and AC and MSP edited the tables and figures. All authors reviewed and edited the manuscript, and all agreed on the final version.\u003c/p\u003e\u003ch2\u003eData Availability\u003c/h2\u003e\u003cp\u003eThe authors confirm that the data has been obtained and stored according to IRB policies. Data sharing is not available for this study.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eMatsuishi Y, Mathis BJ, Masuzawa Y, Okubo N, Shimojo N, Hoshino H, et al. Severity and prevalence of burnout syndrome in paediatric intensive care nurses: A systematic review. Intensive \u0026amp; critical care nursing. 2021;67:103082.\u003c/li\u003e\n\u003cli\u003eRehder K, Adair KC, Sexton JB. The Science of Health Care Worker Burnout: Assessing and Improving Health Care Worker Well-Being. Archives of Pathology \u0026amp; Laboratory Medicine. 2021;145(9):1095-109.\u003c/li\u003e\n\u003cli\u003eRodr\u0026iacute;guez-Rey R, Palacios A, Alonso-Tapia J, P\u0026eacute;rez E, \u0026Aacute;lvarez E, Coca A, et al. 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CREDO ORGANIZATIONAL CULTURE AND ORGANIZATIONAL COMMITMENT AS PREDICTORS OF JOB SATISFACTION AND INTENTION TO LEAVE. Journal of Accounting, Business and Management (JABM). 2022;29:101.\u003c/li\u003e\n\u003cli\u003eAngelini E, Wolf A, Wijk H, Brisby H, Baranto A. The impact of implementing a person-centred pain management intervention on resistance to change and organizational culture. BMC Health Services Research. 2021;21(1):1-11.\u003c/li\u003e\n\u003cli\u003eBurns KEA, Pattani R, Lorens E, Straus SE, Hawker GA. The impact of organizational culture on professional fulfillment and burnout in an academic department of medicine. PLoS ONE. 2021;16(6).\u003c/li\u003e\n\u003cli\u003eDay A, Sibley A, Scott N, Tallon J, Ackroyd-Stolarz S. Workplace risks and stressors as predictors of burnout: The moderating impact of job control and team efficacy. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l\u0026apos;Administration. 2009;26:7-22.\u003c/li\u003e\n\u003cli\u003eGutschmidt D, Vera A. Organizational culture, stress, and coping strategies in the police: An empirical investigation. Police Practice \u0026amp; Research: An International Journal. 2022;23(5):507-22.\u003c/li\u003e\n\u003cli\u003eAntoszewska A, Gutysz \u0026ndash; Wojnicka A. Rationing of nursing care and assessment of work safety and a healthy work environment in intensive care units: A cross-sectional, correlational study. Intensive \u0026amp; Critical Care Nursing. 2024;83:N.PAG. \u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":true,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"bmc-nursing","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"nurs","sideBox":"Learn more about [BMC Nursing](http://bmcnurs.biomedcentral.com/)","snPcode":"","submissionUrl":"https://www.editorialmanager.com/nurs/default.aspx","title":"BMC Nursing","twitterHandle":"@BMC_series","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"em","reportingPortfolio":"BMC Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true},"keywords":"pediatric critical care nurse, organizational culture, work environment, emotional labor, Conservation of Resources","lastPublishedDoi":"10.21203/rs.3.rs-7256587/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7256587/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003ch2\u003eBackground\u003c/h2\u003e\u003cp\u003ePediatric critical care nurses provide advanced care for their patients and their families but are exposed to high levels of stress. Organizational cultures can help mitigate stress if individual values align with the behaviors within the culture, but if misaligned, they can increase stress. Although there has been extensive research on the impact of the emotion regulation strategies in emotional labor, it is not known if the relationship between organizational culture value differences and stress is mediated by the different emotional regulation strategies within emotional labor for pediatric critical care nurses.\u003c/p\u003e\u003ch2\u003eMethods\u003c/h2\u003e\u003cp\u003eUsing the Conservation of Resources Theory, a non-experimental mediation analysis was conducted using 96 pediatric critical care nurses from a large pediatric trauma center in the Southern United States. The emotional labor dimensions of surface acting, deep acting, and authentic display were tested as parallel mediators for differences between preferred and current collaborate, create, control, and compete cultures and stress.\u003c/p\u003e\u003ch2\u003eResults\u003c/h2\u003e\u003cp\u003eThe results showed that surface-acting and deep-acting dimensions of emotional labor mediated the relationship between the differences in preferred and current collaborative culture and stress, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;.001, \u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e\u0026thinsp;=\u0026thinsp;.201. Similarly, emotional labor dimensions of surface acting and deep acting also mediated the relationship between differences in preferred and current compete culture and stress, \u003cem\u003ep\u003c/em\u003e\u0026thinsp;\u0026lt;\u0026thinsp;.001, \u003cem\u003eR\u003c/em\u003e\u003csup\u003e2\u003c/sup\u003e\u0026thinsp;=\u0026thinsp;.180. No effects were observed for emotional labor as a mediator of preferred-versus-current differences in create or control cultures with stress.\u003c/p\u003e\u003ch2\u003eConclusion\u003c/h2\u003e\u003cp\u003ePediatric critical care nurses prefer organizational cultures that are collaborative and have elements of control, while compete and create cultures were least preferred. Pediatric organizational leaders should foster value alignment with behavior expectations. Future research should investigate interventions designed to minimize surface acting while promoting deep acting.\u003c/p\u003e","manuscriptTitle":"Mediating Effects of Emotional Labor on the Relationship between Perceived Culture Discrepancies and Stress Levels in Pediatric Nurses","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-08-27 05:46:56","doi":"10.21203/rs.3.rs-7256587/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2025-10-19T10:16:52+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-10-18T07:10:18+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"229289699718864895775173535469107922827","date":"2025-09-22T23:11:56+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-09-21T13:25:16+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"200095556180055505797887142967877810892","date":"2025-08-22T15:10:39+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"316246048286888018382299257300574804387","date":"2025-08-22T15:01:26+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-08-17T20:19:48+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"261715381473478158154744077481822212744","date":"2025-08-16T19:37:12+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-08-15T12:54:16+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2025-08-12T05:31:13+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2025-08-01T01:51:18+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2025-08-01T01:51:10+00:00","index":"","fulltext":""},{"type":"submitted","content":"BMC Nursing","date":"2025-07-30T22:32:57+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"bmc-nursing","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"nurs","sideBox":"Learn more about [BMC Nursing](http://bmcnurs.biomedcentral.com/)","snPcode":"","submissionUrl":"https://www.editorialmanager.com/nurs/default.aspx","title":"BMC Nursing","twitterHandle":"@BMC_series","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"em","reportingPortfolio":"BMC Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"05e09959-ae70-4677-8770-8524f6c9ca84","owner":[],"postedDate":"August 27th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"published-in-journal","subjectAreas":[],"tags":[],"updatedAt":"2025-12-15T16:09:42+00:00","versionOfRecord":{"articleIdentity":"rs-7256587","link":"https://doi.org/10.1186/s12912-025-04156-9","journal":{"identity":"bmc-nursing","isVorOnly":false,"title":"BMC Nursing"},"publishedOn":"2025-12-08 15:59:33","publishedOnDateReadable":"December 8th, 2025"},"versionCreatedAt":"2025-08-27 05:46:56","video":"","vorDoi":"10.1186/s12912-025-04156-9","vorDoiUrl":"https://doi.org/10.1186/s12912-025-04156-9","workflowStages":[]},"version":"v1","identity":"rs-7256587","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-7256587","identity":"rs-7256587","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}