Emotional labor is the management of emotional displays that happens in the context of a work role. Past research has shown that organizational display rules (standards for emotions that should be shown and hidden from customers) influence emotional labor, but little research has examined the individual differences that make employees more or less responsive to these display rules. The present study draws on concepts from the control theory model of emotional labor to address this limitation by examining the moderating role of proactive personality. Results indicate that proactive individuals are highly responsive to different types of display rules that prompt the use of different emotional labor strategies, highlighting the importance of how display expectations are framed for employees.