Activated microglial phenotypes in the hippocampal CA2 subfield are implicated in Lewy body disease progression.

In the shift from a manufacturing‐oriented to a service‐oriented global economy, the management of emotions has become as important as physical labour in the current workplace. The centre of this transition lies in what scholars call “emotional labour” (EL), which refers to the behaviour of regulating feelings and expressions to meet interpersonal role expectations at work (Gabriel et al. ; Hochschild ). While initially conceptualised within the context of traditional service industries (Grandey ), it has become a crucial element of any job that requires social interactions (Diefendorff et al. ). Empirical evidence suggests that EL is pervasive across diverse professions, from traditional service industries such as education (Ye and Chen ), customer service (Johnson and Spector ), and healthcare (Jung et al. ) to non‐service‐oriented industries such as farming (Aka and Enticott ; Qiu et al. ) and mining (Guo and Li ). Extensive literature identifies EL as a significant factor in well‐being issues, such as burnout (Jeung et al. ; Wójcik et al. ), strain (van Gelderen et al. ), and work stress (Gu et al. ). Consequently, EL has emerged as a key subject of inquiry, calling for an extensive understanding of its mechanisms across sectors. Despite nearly four decades of research and the publication of 16 literature reviews (see Table ), the current understanding of EL remains segmented rather than holistic. Although existing reviews provide valuable insights, there are a few things they fail to consider: Summaries of previous literature review of emotional labour in chronological order.