This study examined the relationship between leader's perceived emotional labor and employee's innovative behavior. Based on established measurement scales, a questionnaire-based deductive approach was used to collect data from a quota sample of 311 demonstrators and teaching assistants from Mansoura university faculties. The proposed model and hypotheses were analyzed using the structural equation modelling employing the PLS-SEM. The results indicated that perceptions of leader's deep acting are positively related to employee's innovative behavior while perceptions of leader's surface acting are not significantly related to employee's innovative behavior. Theoretical and practical implications as well as limitations and venues for future research are presented.