This research aimed to investigate the effect of the perceived leader’s intention by the employees through an in-depth analysis on the scale of leader’s emotional labor. First, a survey was conducted in on 496 Korean employees to explore factors of leader’s emotional labor. The data demonstrated that the factors of surface acting was separated by the employees’ perception of leaders’ bad faith faking) and contextual appropriateness(suppression). It also confirmed that each factor correlated differently with the employees’ work outcomes. Secondly, another survey was conducted on 445 employees and the four factors of leader’s emotional labor were reconfirmed. Lastly, follow-up survey was performed selecting 224 employees who participated in the previous survey. We analyzed the mediating effect of perceived leadership on the relationship between sub-types of leader’s emotional labor perceived by the employees and their work attitude. Resultantly, we found that positive surface acting of leaders’ appropriateness and negative surface acting of leaders’ bad faith had different effects on work engagement via leader-member exchange quality. Also this research suggested theoretical and practical implications of the relationship between emotional labor and emotional display leadership hinting the directions of future research.