Humor of the Leader: A Source of Creativity of Employees Through Psychological Empowerment or Unethical Behavior Through Perceived Power? The Role of Self-Deprecating Behavior

Leader humor: A double-edged sword

Leader humor has been considered one of the most promising yet least understood influential tools by psychologists and management scholars. Here, I review the growing body of research on leader humor and its implications for followers and organizations, showing that despite being theorized as a positive leadership tool, leader humor can function as a double-edged sword in bringing both beneficial and detrimental outcomes for followers and organizations.In the process, I identify six distinct mechanisms (three positive and three negative) through which leader humor affects followers. In a way, leader humor can be used to reduce or increase the social and psychological distance between leaders and followers. I also discuss the directions for future research on leader humor.

Humor research in management: Humor as Social Information (HASI)

Humor research is flourishing in Management. Diverse theories have been adopted and diverse factors have been used in research. Nonetheless, these disconnected efforts pose challenges to the development of a coherent body of knowledge on humor in organizational life. I propose the Humor-as-Social-Information (HASI) framework regarding the social effects of humor, and use it to guide my review on recent humor research in Management. Humor evokes affective and inferential processes leading to perceivers' cognitions and behaviors, and these processes are moderated by two sets of factors, including (1) information-processing motivation/ability and (2) humor inappropriateness. The proposed HASI framework highlights how humor exerts social influence within organizations, and paves new avenues for future research that will help further develop "humor science."

Does My Humor Touch You? Effect of Leader Self-Deprecating Humour on Employee Silence: The Mediating Role of Leader-Member Exchange

Purpose

Silence is a typical negative behaviour exhibited by employees when they are faced with tension and stress and is influenced by a number of factors. Leaders have an important influence on employees' emotions and behaviour, but the research is not yet clear enough. In this paper, we focus on the research frontier of self-deprecating humour of leaders, aiming to analyse its effect on employee silence and discuss the mechanism of the role of leader-member exchange (LMX) in it, based on social exchange theory.

Methods

We conducted a regression analysis and bootstrap test for mediating effects based on 2531 data from 151 financial institutions in mainland China. A simple random sampling was taken of the target population to ensure an unbiased sample. Using Harman's single-factor test to check the data for common method bias. Regression analysis and Bootstrap test were used to analyze the correlation between variables and mediating effect models.

Findings

(a) Leader self-deprecating humour significantly reduces employee silence and effectively improves the quality of LMX; (b) There is a significant negative relationship between LMX and employee silence; (c) LMX plays a mediating role in the process of self-deprecating humour influencing employee silence and this mediating effect is complete; (d) Affective exchange between leaders and employees appears to be an essential factor in reducing stress from leaders and reducing employee silence.

Originality/Value

We attempt to open the black box of the mechanism of action between leader self-deprecating humour and employee silence, enrich and expand the application of social exchange theory to negative employee behavior, and provide new theoretical knowledge and empirical evidence from developing countries.

Practical Implications

The results of the study indicated that self-deprecating humor of leaders can significantly inhibit employee silence through high levels of LMX. Moreover, the mediating role played by LMX was complete. Therefore, organizations should not only focus on the role of leadership humor, but also to achieve mutual respect and trust between leaders and subordinates, and an emotional exchange that goes beyond economic relationships.

The effect of relational status on perceptions of gay disparaging humor

A lot of popular comedians are known for their transgressive humor towards social groups, but disparagement humor is not just restricted to stages or media performances. We encounter it everywhere or perhaps use it ourselves. In this paper, we were interested in how people react to disparaging jokes (i.e., homophobic jokes) across different relational settings. Adapting Fiske’s relational models theory, we examined how status differences in relationships affect the perception of and cognition about socially disparaging jokes. In Study 1 (N = 77), we piloted seven potentially disparaging jokes about gay men in relation to how they are perceived. In Study 2 (N = 288), using one joke from Study 1, we constructed vignettes manipulating the sexual orientation of the source of the joke in the dyad (i.e., heterosexual, gay, both heterosexual) and their status differences across relational models (i.e., high, equal, and low status). We found that the joke was perceived to be less funny, more offensive, and more morally wrong, and to contain more harm intent if it came from a heterosexual person rather than a gay person. Study 3 (N = 197) used concrete status differences in relationships in terms of existing intergroup dimensions. Results showed that the joke was perceived as more offensive, less acceptable and more morally wrong when it came from a high authority source (e.g., professor rather than a student). Overall, these findings bring the first evidence to link disparagement humor with relational models and show the importance status differences in the perception of disparagement humor.

As above, so below? The influence of leader humor on bootleg innovation: The mechanism of psychological empowerment and affective trust in leaders

Leadership humor is widely used in management practice and has aroused extensive discussion in academia. On account of the two-sided influence of leader humor on employees, its double-edged sword effect on employee behavior has been put more emphasis. As a benign violation of organizational norms and a kind of pro-organizational violation, respectively, both Leadership humor and employee bootleg innovation have the characteristics of violating organizational norms, but few studies have examined the relationship between them. Based on benign violation theory and social cognition theory, this study conducted a two-stage questionnaire survey and statistical-econometric analysis of 324 employees in 23 IT and manufacturing technology companies in Guangdong, Jiangsu, Zhejiang, Hubei, Beijing, and Shanghai, China. It not only examined the relationship between leadership humor and employee bootleg innovation but also tested a moderated mediation model. Results show that leadership humor is positively correlated with psychological empowerment and employee bootleg innovation, namely, leadership humor indirectly and positively affects employee bootleg innovation through psychological empowerment. Moreover, the indirect effect is positively regulated by leadership emotional trust. The higher the emotional trust of employees to leadership, the stronger the mediating role of psychological empowerment between leader humor and bootleg innovation behavior. The study enriches the existing path of research on the double-edged impact of leader humor on employee behavior, expands the boundary conditions of the relationship between empowered cognitive mediation and employee bootleg innovation and provides enlightenments for Chinese leaders to effectively apply the tool of leader humor.

Understanding the Link Between Work-Related and Non-Work-Related Supervisor–Subordinate Relationships and Affective Commitment: The Mediating and Moderating Roles of Psychological Safety

Purpose

Based on social information processing (SIP) model and conservation of resources (COR) theory, this paper is to examine the mediating and moderating roles of psychological safety (PS) in the relationship between work-related leader-member exchange (LMX)/non-work-related supervisor-subordinate guanxi (SSG) and employee affective commitment (AC).

Participants and Methods

Cross-sectional data came from 213 enterprise employees in China. The participants completed the LMX scale, SSG scale, PS scale, and AC scale. SPSS PROCESS macro and RWA-Web were used to test the research hypothesis.

Results

Both LMX and SSG were positively related to employee AC. LMX was more strongly associated with AC than SSG. PS partially mediated the influence of LMX/SSG on AC. PS negatively moderated the influence of LMX on AC, whereas it did not moderate the influence of SSG on AC.

Conclusion

Different types of supervisor-subordinate relationships (SSR) were both beneficial to employee AC, and work-related LMX was more closely related to employee AC. Different types of SSR could both affect employee AC through PS. In addition, high PS also reduced the relationship between LMX and employee AC. Therefore, in the context of Chinese culture, enhancing employees’ AC within an enterprise can not only pay attention to the work-related LMX and non-work-related SSG but also the appropriate cultivation of employees’ PS.