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Day surgery is now a major element of surgical practice. The paper aims to examine if those patients undergoing day surgery from in‐patient wards receive the same standard of care as those attending a formal day case surgical unit (DCSU), which is important.

Two cohorts of 50 consecutive patients undergoing day surgery either on an in‐patient ward or in the DCSU were asked about the pre‐operative checks that had been made in relation to their safe discharge.

Confirmation by in‐patient ward staff of safety issues outlined in guidelines published by the Royal College of Surgeons of England was variable. Of particular concern was that at least two of the recommendations relate to important safety issues such as driving a motor vehicle.

This paper is of use because ensuring that patients fulfil the Royal College's guidelines for day case surgery is important, no matter what surgery the patient undergoes. Patient safety may be compromised by failing to verify that patients are being discharged into a safe environment.

In this paper the authors aim to argue that the existence of a strong corporate governance mechanism (a formal credibility-enhancing mechanism) and the presence of a more trustworthy-looking CEO (an informal credibility-enhancing mechanism) are substitutes.

By using machine-learning-based facial-feature-point detection technique, the authors construct a proprietary facial-trustworthiness database for a large-scale of CEOs in the US listed companies. First, the authors manually search for qualifying CEO image from websites and annual reports. Second, by following the neuroscience and psychology literature, the authors use the machine-learning-based face detector to identify the facial features in the CEO photos to calculate a rich and reliable set of facial-trustworthiness measures. The authors then construct a composite facial-trustworthiness index for each CEO. After obtaining accounting data, the authors’ final sample comprises 16,201 firm-year observations for 3,186 CEOs in the sample period of 2000-2018.

The results of the authors’ regression analyses show a negative association between board monitoring intensity and CEOs' facial trustworthiness, indicating that board directors may factor CEOs' facial trustworthiness into their monitoring decisions. Moreover, the authors find that these results are mainly driven by CEOs whose tenure is below the third quartile (i.e. eight years). The authors further find stronger results for externally hired CEOs than internally promoted CEOs. Finally, the authors’ results remain robust when using change models or subsample of CEO photos in recent years.

First, to the best of the authors’ knowledge, this is the first study that adopts a large sample to provide systematic evidence on the directors' use of facial trustworthiness. This study extends the literature by documenting the impacts of CEOs' individual characteristics on the board monitoring intensity. Second, the results of this study emphasized the important role of perceptions based on executives' facial appearance in firm valuation, executive compensation and audit fee, and by presenting empirical evidence that CEOs' facial trustworthiness affects board monitoring intensity. Third, this study responds to the call for research on personalized trust by Hsieh et al. (2020).

While a layman's theory supports the view that “a smile goes a long way,” the authors argue that “not all smiles are created equal” in the sense that the server's smiles need to be genuine and authentic, in particular when the customer has a relationship with the server. The purpose of this study is to test such hypotheses.

A 2 (display authenticity: authentic vs inauthentic) by 2 (state of service relationship: existing service relationship vs no service relationship) experiment was used to test the proposed hypotheses. In total, 768 surveys were distributed and 278 responses were received. Two-way ANOVA analyses were deployed.

Data collected from customers reveal that authentic smiles have a direct positive impact on customers' willingness to tip. Further, such an effect is even stronger when the customer has an existing relationship with the server.

Servers should receive appropriate training regarding “deep acting” techniques. The most important limitation is the use of written scenarios as stimuli.

Showing an authentic smile can be an effective tip-collecting strategy. Employees who are in contact with guests and customers should not only be instructed to provide service with a smile but should also be advised to make that smile appear authentic. Therefore, appropriate training of frontline employees, regarding authenticity of smiles, could be beneficial both for the company and for the employees themselves.

No research has been done investigating whether authentic smiles generate larger tips and if so, whether any boundary conditions exist for such effects.

Nonverbal communication comprises a core element of the interactions between leader and follower. Nevertheless, there is limited empirical attention regarding the impact of nonverbal cues on followers’ attitudinal outcomes. The purpose of this paper is to contribute to this gap by linking a salient form of nonverbal communication, kinesics, to an under-researched leader-follower relationship outcome, that is relational identification (RI) with the supervisor. In doing so, the authors also highlight the mediating role of leader-member exchange (LMX) in the aforementioned relationship.

The authors conducted two studies in different countries. Moreover, the authors examined the hypotheses using hierarchical regression and bootstrap analysis.

As hypothesized, the present results showed that kinesics have both a direct and an indirect effect, through LMX, on RI with the supervisor.

To the best of authors’ knowledge this is the first study that links a form of nonverbal communication to both LMX and RI.

Current research suggests a positive link between followers’ perceptions of their leaders’ expression of positive emotions and followers’ trust in their leaders. Based on the theories about the social function of emotions, the authors aim to qualify this generalized assumption. The purpose of this paper is to demonstrate that followers’ perceptions of leaders’ expressions of specific positive emotions – namely, pride and gratitude – differentially influence follower ratings of leaders’ trustworthiness (benevolence, integrity, and ability), and, ultimately, trust in the leader.

The hypotheses were tested using a multimethod approach combining experimental evidence (n=271) with longitudinal field data (n=120).

Both when experimentally manipulating leaders’ emotion expressions and when measuring followers’ perceptions of leaders’ emotion expressions, this research found leaders’ expressions of pride to be consistently associated with lower perceived benevolence, while leaders’ expressions of gratitude were associated with higher perceptions of benevolence and integrity.

This paper theoretically and empirically establishes that leaders’ expressions of discrete positive emotions differentially influence followers’ trust in the leader via trustworthiness perceptions.

This study aims to explore the impact of leader emotional labor on employee voice. According to the emotion as information theory and the voice as a deliberate decision-making process framework, this study develops and tests a model that examines the mediating effects of psychological safety and perceived voice efficacy in this relationship.

This study conducted two studies to test hypotheses. Study 1 used a quantitative research methodology using a two-wave survey of 435 employees and 58 leaders in China. The research model was analyzed using multilevel path analyses. Study 2 collected 301 full-time employees from Prolific Platform. Hypotheses were tested using Mplus.

The results in Study 1 reveal that leader deep acting has a positive indirect relationship with employee voice via psychological safety. Conversely, leader surface acting has a negative indirect effect on employee voice through psychological safety. The results in Study 2 supported the hypotheses.

This study contributes to the voice as a deliberative process literature by introducing leader emotional labor as an antecedent of voice behavior. Additionally, this study indicates that perceived psychological safety and perceived voice efficacy are two important mediating mechanisms for implementing voice behavior.