How “Surface Acting” Drains Leaders—and How to Break the Cycle

This article addresses the concept of “surface acting” in leadership—the practice of faking positive emotions or suppressing negative ones to meet workplace expectations. It argues that this emotional labor is a significant, yet often overlooked, driver of burnout and reduced effectiveness for leaders.

The Problem: The High Cost of Faking Emotions

The central argument is that when leaders feign emotions they don’t genuinely feel, such as projecting enthusiasm for a dubious company initiative, it depletes their emotional and cognitive resources. This creates a disconnect between their true feelings and their outward expression, which is mentally exhausting. This inauthentic performance can also fail to inspire or connect with their team, undermining trust and engagement.

The Vicious Cycle of Burnout

The article highlights a self-perpetuating cycle: a leader, already low on energy, resorts to surface acting to get through a difficult interaction. This act of faking further drains their energy, leaving them more depleted for the next challenge. Over time, this pattern leads to severe exhaustion and burnout, making it progressively harder to lead effectively or authentically.

Key Takeaways and Solutions

The main conclusion is that surface acting is an unsustainable and damaging strategy for leaders. The title implies that the article offers methods to break this cycle, likely involving techniques such as mindfulness, self-awareness, and finding more authentic ways to manage and communicate emotions. The goal is to move from faking emotions to genuinely regulating them, thereby preserving energy and fostering better leadership.

Mentoring question

Reflect on a time when you had to ‘surface act’ at work. What was the impact on your energy level, and how did it affect your interactions with your team?

Source: https://hbr.org/2025/10/how-surface-acting-drains-leaders-and-how-to-break-the-cycle