A meta‐analysis of positive humor in the workplace

Banter within the NHS: A tool for boosting morale or a front for workplace bullying?

Workplace humour, such as banter between colleagues, is a widespread means of developing relationships and relieving daily work stresses. Despite this, banter in the workplace is a prevalent theme of harassment and bullying claims. With staff morale at an all-time low among NHS employees, efforts must be made to identify and rectify issues which work to damage staff experiences within the organisation. We aimed to explore both the positive and negative impacts of banter on NHS staff well-being. We discuss the role of staff training on the appropriate use of workplace humour, with reference to a workshop delivered to NHS employees, educating them on the appropriate use of banter.

Associations of humor, morale, and unit cohesion on posttraumatic stress disorder symptoms

Military personnel experience many stressors during deployments that can lead to symptoms of posttraumatic stress disorder (PTSD). However, not all military personnel who are exposed to deployment stressors develop PTSD symptoms. Recent research has explored factors that contribute to military personnel resilience, a multifaceted and multidetermined construct, as a means to mitigate and prevent PTSD symptoms. Much of this research has focused on the effects of individual-level factors (e.g., use of coping strategies like humor, the morale of individual unit members), with some research focusing on unit-level factors (e.g., the cohesiveness of a unit). However, there is little research exploring how these factors relate to each other in mitigating or reducing PTSD symptoms. In this study, we examined the association between deployment stressors, perceived unit cohesion, morale, humor, and PTSD symptoms in a sample of 20,901 active-duty military personnel using structural equation modeling. Results indicated that perceived unit cohesion, humor, and morale were positively associated with each other and negatively associated with PTSD symptoms over and above the effect of deployment stressors. These findings highlight the influence of resilience factors on PTSD symptoms beyond their substantial overlap and have implications for future research as well as the potential development of interventions for military personnel.

When people start getting real: The Group Living Skills Survey for extreme work environments

Introduction

Group living skills (GLS), that is, being tidy and considerate of others, are an important skillset for teams who live and work together. However, this construct does not have a validated measure to enable an understanding of how group living skills influence team dynamics over time. We developed and validated a short measure of group living skills for teams living in extreme work environments.

Methods

We collected data from 83 individuals in 24 teams living and working in space and spaceflight analog environments on missions of 45-240 days.

Results

We provide evidence of reliability and validity for the GLS Survey over time and identify a two-factor structure. We also demonstrate its use as a measure of team-level dynamics and its utility as a sociometric measure to identify a person's degree of group living skills.

Discussion

We outline recommendations for using this new measure in future research and applied settings to understand this unique aspect of teams living and working together.

Workplace humour, compassion, and professional quality of life among medical staff

Background: Professional quality of life pertains to the balance between compassion fatigue and compassion satisfaction. In recent years, there was an increase in compassion fatigue among medical staff due to the pandemic, all over the world, while compassion satisfaction was reported at a moderate level.Objectives: The aim of this study was to identify the relationship between workplace humour and professional quality of life among medical staff, as well as the moderating role of compassion in this relationship.Method: The sample consisted of 189 participants (Mage = 41.01; SD = 9.58). Of the total sample, 57.1% are physicians, 32.3% are nurses and 6.9% are clinical psychologists. The participants completed scales measuring compassion, workplace humour, and professional quality of life.Results: The results showed that self-enhancing and affiliative humour were positively related, while self-defeating humour was negatively related to compassion satisfaction. Burnout and secondary traumatic stress were negatively related to self-enhancing humour and positively related to self-defeating humour. Compassion moderated the relationship between affiliative humour and secondary traumatic stress.Conclusions: Encouraging coping strategies based on adaptive humour (i.e. affiliative humour, self-enhancing) and raising awareness about negative humour strategies (i.e. self-defeating) could contribute to an increase of quality of life among healthcare providers. Another conclusion derived from the present study sustains that compassion is a valuable personal resource positively related to compassion satisfaction. Compassion also facilitates the relationship between affiliative humour and low secondary traumatic stress. Thus, encouraging compassionate skills could be beneficial for the optimal professional quality of life.

Energizing Workplace Dynamics: Exploring the Nexus of Relational Energy, Humor, and PsyCap for Enhanced Engagement and Performance

This study delves into the dynamics of relational energy (RE) within an organizational context, examining some of its antecedents and decedents. Specifically, it investigates the influence of psychological capital (PsyCap) and humor on RE, and, subsequently, the latter's impact on job performance (JB) mediated by job engagement (JE). A research model based on structural equation modeling carried out with 481 employees in private service industries demonstrates several key relationships. It reveals that both PsyCap and affiliative humor positively affect RE, while aggressive humor exerts a negative influence. Furthermore, RE shows a positive association with JE and JP, with JE serving as a mediator. To the authors' knowledge, this is the first study to present an integrated model encompassing this exact combination of influencers and consequences of RE, as well as the first to be investigated within the Western Balkans cultural context. Therefore, it represents a novel approach. Additionally, the research addresses crucial questions regarding the existence and strategic significance of RE within organizational interactions. The findings offer valuable insights for organizations seeking to enhance employee engagement, performance, and wellbeing-even during health crises such as COVID-19-by fostering RE. This study advances the understanding of RE in organizational settings and provides a foundation for future research in this domain.

The influence of leader humor on employee creativity: from the perspective of employee voice

Creativity is a primary factor in driving transformational change. This study explored the impact of leader humor on employee creativity (incremental and radical creativity) from the perspective of employee voice. Data were collected from 812 Chinese employees through multipoint surveys. Through the surveys, we found that (1) leader humor has a significant positive effect on employee incremental and radical creativity; (2) promotive/prohibitive voice mediates the relationship between leader humor and employee incremental/radical creativity separately; (3) contradictory thinking moderates the effect of leader humor on prohibitive voice and further moderates the indirect effect of leader humor on radical creativity; and (4) the moderated mediation model mainly applies to state-owned enterprises rather than private-owned enterprises. The theoretical and practical implications of these findings are discussed.

Leader failed humor and follower advice seeking

Purpose

Drawing on benign violation theory (BVT), this paper aimed to investigate the underlining mechanism and boundary condition of the relationship between follower perception of leader failed humor and follower advice seeking.

Design/methodology/approach

A three-wave survey with 256 leader-follower dyads and an online experiment with 117 participants were conducted to test the hypotheses.

Findings

The results showed that leader failed humor decreased follower liking toward leader and subsequently reduced follower advice seeking. Moreover, this negative relationship was exacerbated when leader and follower had infrequent interaction.

Originality/value

Existing research has encouraged leaders to use humor to build and maintain successful interpersonal relationships. However, the situation that a leader may fail when attempting to present humor is neglected. This study advances the concept of leader failed humor and explores its subsequent consequences.

Relationships between Humor Styles and the Big Five Personality Traits in Workers: A Network Analysis

In this study, we investigated the relationship between the four humor styles (Affiliative, Self-enhancing, Aggressive, and Self-defeating) assessed via the Humor Styles Questionnaire (HSQ) and the ten facets of the Big Five Questionnaire (BFQ) through network analysis. Four hundred and sixty-two Italian workers (61.3% women; Mage = 48.59; SD = 10.75) participated in the study and filled out the HSQ and the BFQ. Both centrality indexes (Expected Influence [EI]) and bridge nodes were calculated. In addition, the stability and accuracy of the network were checked. The network analysis revealed that HSQ Self-enhancing (EI = 0.63) showed the highest centrality among the HSQ styles, whereas BFQ Emotion Control (EI = 1.10) showed the highest centrality among BFQ facets; it also revealed that they were positively linked. Furthermore, HSQ Self-defeating emerged as the second-most-central humor style, negatively associated with BFQ Emotion Control. Concerning Bridge dimensions, four nodes were identified: HSQ Aggressive Humor, BFQ Emotion Control, BFQ Dynamism, and BFQ Dominance, with positive links between humor and personality except for Aggressive humor and Emotion Control, which showed negative links. On the basis of these results, the high centrality of HSQ Self-enhancing indicates the possibility of using this node as a starting point to foster positive and adaptive humor styles. The centrality of HSQ Self-defeating suggests that strength-based interventions could be focused to increase adaptive humor styles and to decrease them in order to enhance health-promoting humor styles. Furthermore, the bridge node of the HSQ Aggressive humor style with specific personality facets shows its possible use in intervention to both resize and to adaptively improve relationships between humor and personality.

"A laugh a day keeps the failure away": The role of self-enhancing humor and host country community embeddedness in career satisfaction of dual-earner expatriate couples

For dual-earner expatriate couples (DEECs), it is particularly challenging to achieve career satisfaction after relocating to another country and the associated career transitions. While studies have addressed the strenuous career pathways of individuals in DEECs, the identification and empirical analysis of resources that may contribute to the attainment of career satisfaction remains a desideratum. This research investigates the impact of self-enhancing humor and community embeddedness on individual career satisfaction and the crossover effects of humor on that of the partners in DEECs. Using data from 109 DEECs in Europe and Actor-Partner Interdependent Model (APIM), the results show that embeddedness in one's community mediated the relationship between humor and career satisfaction. The study also unfolded the crossover effects of humor within couples: Men's humor promoted their female partner's community embeddedness, which, in turn, promoted women's career satisfaction. This study entails fruitful implications for future research on DEECs and practical recommendations for relevant stakeholders to facilitate the careers of DEECs.

Linking Leader's Positive Humor and Employee Bootlegging: Empirical Evidence from China

Purpose

With the increasingly fierce market competitions, non-linear development of organizations through bootlegging has become a key path for enterprises to advance competitiveness. Motivating employees to carry out bootlegging in an organization is becoming an important issue many enterprises face now. This paper aims to analyze the relationship between leader's positive humor and employee bootlegging. We introduced norm violation acceptability as the mediating variable and trust in leader as the moderating variable to propose a theoretical model and verified it by structural equation modeling (SEM) and multiple regression analysis separately.

Patients and Methods

Based on both the emotion as social information theory and the social information processing theory, a sample of 278 professional employees working in an information technology (IT) enterprise of China was used to test the moderated mediation model. We used SPSS and AMOS to further verify the research model through structural equation modeling (SEM) and multiple regression analysis.

Results

The results indicate that there is a positive relationship between leader's positive humor and employee bootlegging, which is partially mediated by norm violation acceptability. Moreover, trust in leader not only moderated the relationship between leader's positive humor and norm violation acceptability but also strengthened the influence of leader's positive humor on employee bootlegging through norm violation acceptability.

Conclusion

These findings have implications in identifying factors which contribute to employee bootlegging and providing a theoretical foundation for leaders in an organization.

Motivating nurses' coworker-directed helping behaviour during the COVID-19 pandemic: Role of managerial humour and nurses' power distance orientation

AIMS

The aims of the research are to investigate (1) the influence of managerial humour on nurses' coworker-directed helping behaviour, (2) the mediating effect of nurses' feelings of energy between managerial humour and nurses' coworker-directed helping behaviour and (3) the moderating effect of nurses' power distance orientation.

DESIGN

This is a quantitative study. A three-wave survey design was conducted to collect data from direct managers to nurse dyads.

METHODS

The random sampling method was employed. Data were collected from the supervisor to subordinate dyad at three time points during the first half of 2021. A total of 235 paired data sets of nurses and their direct managers were collected from a large state-owned Chinese hospital. We used hierarchical regression analyses via SPSS 22.0 software to examine the hypotheses.

RESULTS

(1) Managerial humour can foster nurses' coworker-directed helping behaviour via accumulating their feelings of energy. (2) Power distance orientation moderates the effect of managerial humour on feelings of energy as well as the indirect effect of managerial humour on nurses' coworker-directed helping behaviour via feelings of energy, in a way that these effects are stronger when nurses have higher (vs. lower) level of power distance orientation.

CONCLUSION

Managerial humour can increase nurses' feelings of energy, which in turn, motivates them to help their coworkers. Nurses' power distance orientation is an important boundary condition that constrains managerial humour effectiveness.

IMPACT

Hospital managers could use more humour during their interactions with nurses because managerial humour can promote nurses' feelings of energy and coworker-directed helping behaviour. Hospitals can take humour into account during managers' selection and training to improve management effectiveness. Managers in eastern countries should use more humour during their interactions with followers.

PATIENT OR PUBLIC CONTRIBUTION

Nurses and their direct managers from a large state-owned Chinese hospital contributed to this study by completing the survey.

Knock, knock, who’s there? Leader humor, leader–member exchange, and the dimensions of engagement

The workplace is rife with the use of humor. However, the theoretical ties between the use of leader humor and common employee outcomes remain incomplete. This research extends social exchange theory to investigate the activities through which leader humor enables followers' physical, cognitive, and emotional engagement. The argument is made that leaders can utilize humor as a socioemotional resource to facilitate high-quality relationships with followers. Accordingly, hypotheses are developed to suggest a mediated relationship between leader humor and the three dimensions of engagement through the leader–member exchange (LMX). Data from a two-wave study in the United States support these hypotheses and highlight leader–follower exchange as a necessary linkage to follower engagement. These results suggest that it is not enough for leaders to be amusing. Instead, leaders need to build strong connections with their followers through the exchange of social and emotional support. This research adds to the knowledge of leader humor in the organizational setting by establishing a connection between leader humor and each of the engagement facets. Additionally, this research expands the LMX literature by drawing attention to leader humor as a valuable socioemotional resource.

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.

How leader humor stimulates subordinate boundary-spanning behavior: A social information processing theory perspective

Based on social information processing theory, we provide a novel theoretical account of how and when leader humor influences subordinate boundary-spanning behavior. We develop a moderated mediation model explicating the mechanism of psychological safety and the boundary condition of subordinate interpersonal influence. Using multiwave data, we tested our research hypotheses with a sample of 452 members from 140 teams in a Chinese information technology (IT) company. Results showed that leader humor positively affects subordinate boundary-spanning behavior via increased psychological safety. Moreover, this mediated effect is stronger when subordinates have high interpersonal influence. These findings offer theoretical and practical insights into boundary-spanning activities and leader humor, which we discuss.

The bright and dark sides of the Dark Triad traits among senior managers: effects on organizational commitment

Senior managers play a fundamental role in organizations. They shape organizational strategy and culture, set the mission, including opportunities for new markets, and construct the business models. Their commitment to the organization is vital to organizational performance, yet research on personality traits of senior managers and their commitment to organizations is limited. Drawing on self-affirmation theory, we investigate the consequences of senior managers’ ‘Dark Triad Traits’ (narcissism, psychopathy, and Machiavellianism) for their organizational commitment. We use the three-component model developed by Allen and Meyer (J Occup Psychol 63:1–18, 1990) to distinguish affective, continuance, and normative commitment. Our findings from a dataset of 394 senior French managers collected between 2017 and 2018 show that narcissism positively affects continuance commitment and normative commitment. This study contributes to a neglected stream of research investigating the relationship between Dark Triad traits and organizational commitment; contributes to ‘destigmatizing’ Dark Triad traits, often considered problematic for individuals; and adds to the minimal research currently on manager personality and organizational commitment.

The linkage between cognitive diversity and team innovation: Exploring the roles of team humor styles and team emotional intelligence via the conservation of resources theory

Researchers have displayed considerable interest in how and when team cognitive diversity leads to improved or impaired team innovation. When addressing this issue, scholars have adopted the information/decision making and social categorization theoretical perspectives. In contrast, we draw on conservation of resources (COR) theory when examining the cognitive diversity and team innovation relationship. We argue that in a team environment, cognitive diversity may result in the threat of losing valuable resources. This threat, in turn, encourages team members to engage in resource replenishment through the use of different humor styles (i.e., affiliative, self-enhancing, aggressive, self-defeating). We argue that, with such resource replenishment, four team-level humor styles emerge and mediate the relationship between cognitive diversity and team innovation. In addition, we expect team emotional intelligence to moderate the relationships between cognitive diversity and team humor styles. Our model has important theoretical implications for team diversity, humor, emotional intelligence, and innovation research.

Plain language summary

Team cognitive diversity can be defined as the extent to which team members differ in their ideas, perspectives, or values. Cognitive diversity is important for teams to cultivate innovation although it may also result in relationship conflicts and the formation of subgroups in a team. Our paper views cognitive diversity as a signal that drives team members to use humor to cope with diversity. This may then result in different humor styles (i.e., affiliative, self-enhancing, aggressive, self-defeating) that characterize the way the team uses humor. For instance, while working in a cognitively diverse team, team members might make a joke about work that the whole team laughs together (i.e., affiliative humor). However, some members might use sarcasm to insult others who are different from the group norms (i.e., aggressive humor). We argue that the team humor styles will influence team innovation, which in turn will link cognitive diversity with team innovation. Moreover, we suggest that team emotional intelligence will influence the extent to which the four team humor styles link cognitive diversity and team innovation.

Design of an instrument to measure humor in health professionals

AIM

The objective of this study was to develop an instrument for measuring humor in health professionals.

METHODS

Observational, transversal and descriptive study of mixed methodology. The instrument was designed in several phases: literature review, item generation, determination of the scale format, review by the expert panel, pilot study, reevaluation by the expert panel, and test-retest. The pertinence, relevance and comprehension of the items were analyzed. Interobserver agreement was calculated with Kappa and the intraclass correlation coefficient considering values ≥0.61. Pared sample Student's t test and Pearson's correlation coefficient were used. A level of statistical significance was established at P < 0.05.

RESULTS

The Three-Dimensional Scale of Humor in Health Professionals consists of 50 items measured with a 5-point Likert scale based on the degree of agreement. Experts' panel evaluated the global scale with 3.57 (0.79) points out of 5. An interobserver reliability of 0.69 (P < 0.001) was obtained in the pilot study. A Pearson correlation coefficient of 0.71 (P = 0.002) and an intraclass correlation coefficient of 0.69 (P = 0.001) resulted in the test-retest. No statistically significant differences were observed between test-retest scores.

CONCLUSION

The Three-Dimensional Scale of Humor in Health Professionals is an innovative tool for measuring humor in the health context. This scale is created specifically for health professionals. It's necessary its validation in future studies.

Positive Humor and Work Withdrawal Behaviors: The Role of Stress Coping Styles in the Hotel Industry Amid COVID-19 Pandemic

Working in the hospitality industry is stressful due to the intensive workload and extended work hours; this stress has increased after the COVID-19 pandemic due to high levels of job insecurity, downsizing, and laying off procedures. Employees in the hotel industry can deal with stress positively by utilizing task-coping styles or negatively by emotion- and avoidance-coping styles. Building on the transactional theory of stress and coping, and the benign violation theory of humor, the current study explores the relationships between positive humor and work withdrawal behaviors with the mediating effects of coping styles. A total of 407 hotel employees participated, and the obtained data were analyzed by structural equation modeling with partial least squares (PLS). The results asserted that affiliative humor is able to reduce coping with stresses via the negative styles and to increase coping with stresses via the positive style. The results also demonstrated the ability of task-coping in reducing work withdrawal behavior. Significant insights into theoretical and practical implications are further discussed.

Partner Accuracy in Humor Perception and Associations With Relationship Satisfaction

Do people accurately perceive their partner's humor style? The current study extends work on partner perception by examining accuracy and bias in people's perception of their partners' humor styles-a subjective, evaluative, and important factor in relationship satisfaction. We recruited 337 heterosexual couples (N = 674 individuals, M_age = 65.71 years, SD = 12.107) who completed self-reports and partner-reports of humor styles. Truth and Bias modeling revealed that, although bias varied across humor styles, participants consistently demonstrated accuracy in their judgments of their partner's humor styles. Bias forces were moderated by relationship satisfaction such that assumed similarity biases were stronger among those in particularly satisfying relationships.

“Food chemistry”: High-stakes experiential entrepreneurship education in a pop-up restaurant project

In response to ongoing philosophical and pedagogical debates in university-based entrepreneurship education (EE) research, this study offers a cross-disciplinary perspective of how hospitality management students experience a high-stakes, experiential entrepreneurship project. We present vignettes of dialogues, experiences, and interactions among “student-manager” members of a small group engaged in developing and implementing a real-world, fine dining pop-up restaurant. By triangulating our analysis of classroom observation data, social network maps, and student artifacts, we chronicle four vignettes of how students experience learning during ideation, design, launch, and evaluation modules. Theory–practice gaps, coping humor in load–overload states, and complex affective–cognitive interactions emerge as salient elements of high-stakes experiential EE. We discuss implications for learners and educators and put forward recommendations to inform and improve the design of cross-disciplinary models of experiential EE.

Leader Humor and Followers’ Change-Oriented Organizational Citizenship Behavior: The Role of Leader Machiavellianism

The purpose of this study is to explore the mechanisms by which leader humor affects followers’ change-oriented organizational citizenship behavior. Specifically, we examine the mediation effect of team commitment in the leader humor–change-oriented organizational citizenship behavior link and whether it varied by leader Machiavellianism. Using multi-sourced data from the four battalions of the Republic of Korean Army, our findings show that team commitment mediated the positive relationship between leaders’ affiliative humor and followers’ change-oriented organizational citizenship behavior. Furthermore, the mediated relationship was stronger when leader Machiavellianism was lower. On the other hand, we found no support for the negative relationship between leaders’ aggressive humor and followers’ change-oriented organizational citizenship behavior. Theoretical and practical implications are discussed.

Humor as a Multifaceted Resource in Healthcare: An Initial Qualitative Analysis of Perceived Functions and Conditions of Medical Assistants' Use of Humor in their Everyday Work and Education

It has been argued that humor serves as a crucial resource for healthcare professionals (HCPs). For example, they can use it to cope with work stress, to build relationships with patients, and/or to educate medical students and residents—to name but a few functions. However, empirical studies on the importance of humor among HCPs are still scarce. Existing studies primarily focus on nurses and physicians and rarely distinguish between different humor styles (e.g., light and dark). Based on qualitative interviews with 14 German Medical Assistants (MAs), we investigate the potential of humor as a resource for MAs’ work and education. We focus on the perceived functions and conditions of MAs’ successful use of humor as well as the role of humor styles (i.e., comic styles). Results indicate various functions of humor in MAs’ everyday work (e.g., soothing patients, coping with mistakes, fostering team cohesion, or promoting apprentices’ education) as well as different conditions for a successful use of humor (e.g., positive social basis, current well-being, and social sensitivity). Further, the results suggest that the use of a certain humor style depends on the interlocutor as well as the intended goal of the humor. The results not only stress the multifaceted potential as well as the relevance of conditions of successful humor for MAs’ everyday work and education, but also provide valuable real-life insights into MAs’ everyday humor, thus offering several implications for practice to promote humor as a positive resource in MAs.

Gender, formal organizational status and humor use: perceptions of social acceptance

Purpose

Humor can be a useful tool in the workplace, but it remains unclear whether humor used by men versus women is perceived similarly due to social role expectations. This paper explored whether female humorists have less social latitude in their use of aggressive and affiliative humor in the workplace. This paper also examined how formal organizational status and the target's gender can impact audience perceptions.

Design/methodology/approach

Two scenario-based studies were conducted where participants rated the foolishness of the humorist. For Study 1, participants responded to a scenario with an aggressive, humorous comment. For Study 2, participants responded to a scenario with an affiliative, humorous comment.

Findings

Results suggested that high-status female humorists who used aggressive humor with low-status women were viewed as less foolish than low-status female humorists who used aggressive humor with low-status women. Conversely, status did not impact perceptions of male humorists who used aggressive humor with low-status women. Results also indicated that high-status women who used affiliative humor were viewed as less foolish when their humor was directed toward low-status men versus low-status women. Conversely, no differences existed for high-status men who used affiliative humor with low-status men and women.

Practical implications

Narrower social role expectations for women suggest that interpersonal humor can be a riskier strategy for women.

Originality/value

This study suggests that women have less social latitude in their use of humor at work, and that organizational status and target gender influence perceptions of female humorists.

Effectiveness of a Humor-Based Training for Reducing Employees' Distress

An increasing number of studies have demonstrated that humor can impact interpersonal relationships in organizations and employee well-being. However, there is little evidence coming from intervention studies in organizational settings. In response, we developed a training following the principles of positive psychology that aims at improving employees’ adaptive use of humor as a successful mechanism to deal with stress. In this study, we assess the effectiveness of such training and its impact on employee well-being. Results from this one-group intervention study in an emergency ambulance service (N = 58) revealed that the participants reported higher levels of cheerfulness (Z = −3.93; p < 0.001) and lower levels of seriousness (Z = −3.32; p < 0.001) after being exposed to the training. Indeed, the participants reported lower scores on psychological distress after the training (Z = −3.35; p < 0.001). The effect size of the training was medium (r = 0.31 to 0.36), suggesting that interventions to improve adaptive humor at work can be a useful resource to deal with workplace stress and foster employee well-being. These results may have interesting implications for designing and implementing positive interventions as well as for developing healthy organizations.

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

Although we use humor in our daily communication, there still needs to cognize its effects on the attitudes and behavior of the employees. Based on benign violation theory (BVT), the study proposes that leader's humor (LH) conveys social information about counter norms. The BVT has been amalgamated with social information processing theory (SIPT) to develop hypotheses assuming the consequences of LH on the attitude and behavior of the employees. This study hypothesizes that even though LH is linked positively with employee creativity via leader-member exchange and psychological empowerment in sequence (blessing path), it may also send information to the employees about the acceptability of norm violation. This perception ultimately leads to power perception and, causes unethical behavior in the series (curse path). Moreover, this study also postulates that leader's self-deprecating humor (LSDH) moderates these indirect effects by enhancing the blessing and reducing the curse, which emerged from LH. Quantitative data of 630 software engineers from software houses based in Pakistan provided support to test the hypotheses. The results demonstrate that LH is a double-edge sword that enhances blessing (creativity) as well as curse (employee unethical behavior), whereas LSDH augments the blessing and throttles back the curse. Theoretical and managerial implications have also been discussed.

How Do We Perceive a Humorous Manager? Manager Humor, Impression Management, and Employee Willingness to Work With the Manager

Humor is a form of communication that is intended to be entertaining and produce positive affective and cognitive responses from receivers. Nonetheless, humor in the workplace is a complicated matter. It has been recognized as a valuable tool for managers because it can activate various favorable outcomes and alter employees' perception of the manager's warmth and competence (impression management), but not always to the benefit of the manager. In our studies, the use of humor showed changed attitudes toward a manager's warmth and competence, and eventually influenced the employee's behavioral intentions. In Study 1, we tested the use of managerial humor in two emails. The humorous manager was perceived as warm, but not competent. Impression management mediated the employee's willingness to work with the manager. In Study 2, we tested the use of managerial humor with one introductory email. In this study, we also monitored the gender of both the manager and the employee. Once again, the humorous manager was perceived as warm and humor mediated employees' behavioral intentions. As for competence, gender moderated the results, such that male employees perceived humorous female managers as more competent, while female employees perceived humorous male managers as less competent. Practical implications are presented.

Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor

Past research indicates that leader humor can bring many positive outcomes; however, its influence on employee voice has been largely neglected. We propose that leader humor can influence employee voice behaviors (i.e., promotive and prohibitive) via the mediating role of psychological safety. Drawing upon the substitutes for leadership theory, we further propose that team humor could moderate the influence of leader humor. Based on the latent moderated mediation structural equation modeling analysis, we found that employees whose leaders used humor more frequently perceived higher levels of psychological safety and in turn engaged in more promotive and prohibitive voice behaviors. Moreover, the indirect effects of leader humor were found to be more pronounced when teams have a low level of humor. On the other hand, leader humor has less influence on employee voice when teams have a high level of humor, which provides support for the leadership substitutes argument. Theoretical and practical implications are discussed.

Development and Initial Validation of the Humor Climate in Sport Scale

In sport teams, humor is an essential element that influences communication processes, and plays an important role in group dynamics. Despite this, no current instrument is presented in the literature to measure humor climate in sport teams. Therefore, the current study presents the development and initial validation of the Humor Climate in Sport Scale (HCSS). The aim was to assess content, structural and concurrent validity of the developed instrument, and to examine differential item functioning (DIF) as a function of sex. Three different phases were completed in this study. The first phase involved focus groups (n = 5) that explored humor as communication in a team sport context. In phase 2, information from the focus groups was used to create a pool of potential items for the questionnaire. Two discussion groups with sport science students contributed to the development of 80 potential items, that two different expert groups then assessed for item quality. The final version of the instrument after this phase contained 14 items, representing three different humor dimensions. In phase 3, two independent samples with a total number of 776 participants were recruited for the psychometric evaluation of the instrument. EFA, ICM-CFA, and ESEM analysis were performed, supporting a three-factor structure with positive humor, negative humor in-group, and negative humor out-group. In addition, partial DIF as a function of sex on the negative humor dimensions was found, indicating differences in how male and female interpret the negative humor items. The findings in the current study expand our understanding of humor in sport teams and may be a starting point for further research on humor climate in sport teams and its role in group function.

Humor in Workplace Leadership: A Systematic Search Scoping Review

Humor studies are increasingly prevalent in workplace and leadership domains, it has shown significant development in the last 40 years. The multifaceted nature of humor means varied definitions and diverse measurement approaches have been approved. As a result, research methodologies and findings are not easily clarified, and have not been synthesized. The aim of this scoping review was to review the existing body of literature relevant to humor in workplace leadership to identify key research areas, methodologies used, guiding theoretical frameworks, and gaps that are persisting over the last 40 years. Using qualitative review methods, four key themes in the research emerged relating to: (1) humor styles and outcomes; (2) humor as communication and discursive resource; (3) variables in the humor and leadership relationship; and (4) cultural context. This review demonstrates significant research progress on the topic of humor in workplace leadership. Research progress and gaps are discussed based on five key questions. Future research directions are outlined and discussed.

Turnover among medical clowns early in their career

In recent years, several investigations of the medical clowning profession have appeared in the literature. However, few studies have focused on factors associated with turnover among medical clowns early in their careers. The current study examined whether individual differences in humor disposition predicted turnover behavior. Participants were 111 medical clowns in a three-phase longitudinal study. Humor disposition was measured in the first week of their training, clowns' job satisfaction two months later, and turnover six months after that. Results showed that humor appreciation decreased actual turnover through the mediating role of job satisfaction, whereas individual differences in humor creation directly decreased turnover. In addition, previous traumatic experiences moderated the associations between humor appreciation and turnover. Overall, our research findings support the notion that humor disposition can help predict which clowns remain in the hospital.

Care for Joy: Evaluation of a Humor Intervention and Its Effects on Stress, Flow Experience, Work Enjoyment, and Meaningfulness of Work

The media increasingly speak of a care crisis. Systematic support is needed to prepare nursing apprentices for the high demands of their profession and to reduce the number of nurses who finally quit. Particularly in stressful jobs like nursing, humor as a coping strategy can have a beneficial effect on perceived stress and overall work enjoyment. In this study, we used a humor intervention among nursing staff in training and evaluated its effects on humor, stress, work enjoyment, the meaningfulness of work, and flow experience. The sample consists of 104 nurses in training. The intervention group received a 3-h humor intervention, while the control group received no intervention. Positive and negative affect were measured immediately before and after the intervention. Humor was measured before the intervention (t₀) and again 6 months later (t₁); at t₁, we again measured humor and also stress, work meaningfulness, work enjoyment, and flow experience. Our analyses showed a beneficial change in positive and negative affect right after the intervention. By means of repeated measures ANOVA we could further confirm an effect of the intervention on reported humor 6 months later. Humor mediated positive effects of the humor intervention on perceived meaningfulness of work, work enjoyment, and on the frequency of flow at work. Also, we found a significant negative relationship between humor and stress measured at t₁. The results of this study confirm the effectiveness of humor interventions in promoting humor, and, through this, the meaningfulness of work, work enjoyment, and the frequency of flow experience. Implications of the use of humor interventions in the nursing profession are discussed.

[Relationship between nurses' expression of humor toward their colleagues, and their physical and mental reactions and social support]

PURPOSE

Humor significantly contributes to reducing stress and invigorating the workplace. Few studies have restricted the targets of humor expression to colleagues or investigated its relationship with stress reactions and social support of colleagues. This study aimed to investigate the expression of humor by nurses toward their colleagues, and examine its relationship with the physical and mental stress reactions and social support of colleagues.

PARTICIPANTS AND METHODS

A self-administered questionnaire survey was administered to 765 nurses working at eight hospitals in a city in northeastern Japan. The "Brief Job Stress" questionnaire results were used to identify physical and mental stress reactions and social support of the colleagues. We also used a 15-item humor expression scale (Tsukawaki et al., 2009a) to analyze three humor types: "aggressive humor" (dark jokes), "playful humor" (puns and other wordplays), and "self-disparaging humor" (masochistic or self-deprecating jokes). Statistical analyses were performed to examine the relationship between the patterns of humor, physical and mental stress reactions, and social support of colleagues.

RESULTS

Questionnaires were obtained from 672 respondents (collection rate: 87.8%), and 623 participants remained for the analyses (valid response rate: 81.4%) after eliminating incomplete/inadequate entries. The nurses expressed "self-disparaging humor" most frequently toward their colleagues. Multiple regression analysis of the attributes affecting each humor type revealed significant relationships between "aggressive humor" and sex, presence/absence of position/rank, and presence/absence of night shift; "self-disparaging humor" and sex and presence/absence of position/rank; and "playful humor" and sex and age group. Meanwhile, social support of colleagues was significantly related to age group, self-disparaging humor, vitality, irritability/frustration, and physical malaise.

DISCUSSION AND CONCLUSION

Nurses mostly used self-disparaging humor to communicate with colleagues, which displayed support toward self and others. Male nurses utilized a greater variety of humor as compared to their female counterparts. Nurses with a higher position/rank were more likely to use aggressive humor, such as light sarcasm, or self-disparaging humor, such as laughing at their own mistakes. These results demonstrated that the usage of puns to lighten the mood and other playful humor could increase with age. This study suggested that discussing one's own shortcomings and mistakes with humor and working energetically increased the social support from one's colleagues. Furthermore, approaching or performing one's work with displays of irritation and poor mental and physical health could reduce such support.

Leader-Employee Congruence in Humor and Innovative Behavior: The Moderating Role of Dynamic Tenure

Drawing upon the literature on complementary fit theory, the purpose of this study is to examine how the dynamic tenure moderates the relationship between leader–employee congruence/incongruence in humor and employee innovative behavior. Data were collected from 108 leader–employee dyads from information technology companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses. Four conclusions were drawn. First, employee innovative behavior was maximized when leaders and employees were incongruent in humor. Second, in the case of incongruence, employees had higher innovative behavior when employees were more humorous than their leaders. Third, in the case of congruence, employees had higher innovative behavior when a leader’s and an employee’s humor matched at high levels. Fourth, dynamic tenure moderated the leader–employee congruence/incongruence effect of humor on employee innovative behavior. This study enhanced theoretical developments by considering the importance of leaders’ congruence with employees in humor for the first time. Additionally, the research results provided better practical guidance for effectively promoting employee innovative behavior.

Why so Humorous? The Roles of Traditionality and Gender (Dis)Similarity in Leader Humor Behavior and Employee Job Performance

Although the consequences of leader humor have been well documented, limited research attention has been devoted to its antecedents. The current research addresses this important issue by exploring whether and when an individual characteristic (i.e., traditionality) influences leader humor behavior. Based on the relational process model of humor and data from one multiwave, multisource field study, we find that leaders scoring low on traditionality are more likely to express humor with their followers, which in turn affects followers’ job performance. Moreover, the mediating effect of leader humor behavior on the link between leader traditionality and employee job performance is stronger when the genders of the leader and subordinates differ. We discuss the implications of the findings and future directions for research concerning the antecedents of leader humor.

The impact of humor climate on innovative work behavior: evidence from the banking industry in Russia

Purpose

The purpose of this study is to investigate the impact of humor work climate on innovative work behavior of back-office employees in the banking industry in Russia.

Design/methodology/approach

Data was collected via an online survey that included scales to measure humor climate and innovative work behavior. The survey was distributed electronically among employees of one department of a bank. The sample included 104 back-office employees (response rate 60.4%). Correlation and regression analyses were used.

Findings

The results indicate that humor climate fosters employee innovative work behavior. Positive humor contributes to innovative work behavior more than remaining humor climate dimensions (i.e. negative humor, outgroup humor and supervisory support). Only position type (managers vs non-managers), and not gender, education and job tenure, was found to have a significant impact on employee perceptions of humor climate and innovative work behavior exhibition.

Originality/value

This study adds to the limited empirical evidence on the links between humor and innovative work behavior, especially at a group level. This study focused on humor climate as a multidimensional construct, whereas previous research mostly explored positive forms of humor in relation to different social aspects of the organization. To the best of authors’ knowledge, this study is first to use a validated scale to explore connections between innovative work behavior and humor climate.

Linking Leader Humor to Employee Innovative Behavior: The Roles of Work Engagement and Supervisor's Organizational Embodiment

The influence of leader humor on employee innovative behavior has been attracting increasingly more attention from various scholars and enterprises. Based on previous relevant literatures in the fields of humor, leadership, and innovation, this study proposes and verifies a model to examine the internal mechanism and boundary condition of the relationship between leader humor, work engagement, supervisor’s organizational embodiment, and employee innovative behavior. Specifically, this study introduces work engagement as a mediator in the relationship between leader humor and employee innovative behavior, and supervisor’s organizational embodiment as a moderator in the relationship between leader humor and work engagement. Then, this study conducts two separate questionnaire surveys on Chinese employees and their direct supervisors at two different times to collect the sample data. In total, 383 supervisor–subordinate dyads were collected. The results suggest that leader humor can promote employee innovative behavior. Work engagement can partly mediate the influence of leader humor on employee innovative behavior. Supervisor’s organizational embodiment of employee can positively moderate the influence of leader humor on work engagement, which in turn ultimately should account for positive increases of employee innovative behavior. The conclusions from the analyses above not only further verify and develop some previous points on leader humor and employee innovation but also derive certain management implications for promoting employee innovative behavior from the perspective of leader humor.

Belonging and Social Integration as Factors of Well-Being in Latin America and Latin Europe Organizations

Background

Studies and meta-analyses found individual, meso and micro-social factors that are associated with individual well-being, as well as a positive socio-emotional climate or collective well-being.

Aim

This article simultaneously studies and examines these factors of well-being.

Method

Well-Being is measured as a dependent variable at the individual and collective level, as well as the predictors, in three cross-sectional and one longitudinal studies. Education and social intervention workers (N = 1300, K = 80) from Chile, Spain and Uruguay participate; a subsample of educators (k = 1, n = 37) from the south central Chile and from Chile, Uruguay and Spain (n = 1149); workers from organizations in Latin America and Southern Europe, military cadets from Argentina (N < 1000); and teams (K = 14) from Spanish companies.

Results

Individual and collective well-being indicators were related, suggesting that the emotional climate as a context improves personal well-being. Individual factors (emotional creativity and openness and universalism values), psychosocial factors (low stress, control over work and social support supervisors and peers) were positively associated with personal well-being in education and social intervention context. Organizational dynamic or transformational culture is directly and indirectly associated with individual well-being through previously described psychosocial factors. Group processes such as internal communication and safe participation, task orientation or climate of excellence as well as leadership style that reinforces participation and belonging, were positively associated with collective well-being in labor and military context and predict team work socio-emotional climate in a longitudinal study- but were unrelated to individual well-being. Transformational leadership plays a mediating role between functional factors and social-emotional climate in work teams. Organizational role autonomy, functional organizational leadership, integration and resources were associated with collective well-being in organizations. Organizational leadership moderates the relationship between task orientation and collective well-being in military context.

Conclusion

Individual and microsocial factors influence personal well-being. Meso level factors favorable to well-being through processes which reinforce social belonging, influence directly collective well-being and indirectly personal well-being. Leadership that reinforces participation and belonging play a central role for emotional climate. Stress and emotional climate playing an important pivotal role for psychological well-being.

Leader Humor and Employee Job Crafting: The Role of Employee-Perceived Organizational Support and Work Engagement

Research on the outcomes of leader humor has mainly focused on attitudinal or in-role behaviors, while proactive change-oriented behaviors have been neglected. Addressing these issues is important for scholars and practitioners to better understand how leader humor enables subordinates to behave proactively. By integrating the resource accumulation perspective and the motivational process of the Job Demands-Resources (JD-R) model, we frame leader humor as a socioemotional resource that can help employees to create other forms of resources, such as job resources (i.e., perceived organizational support). In turn, these job resources relate to employees' motivations (i.e., work engagement) and behaviors (i.e., job crafting). We predict that leader humor is positively related to seeking resources and challenges and negatively associated with reducing demands through the serial mediating effects of followers' perceived organizational support and work engagement. We test these hypotheses using an experimental design with a field sample in Study 1. Furthermore, we strengthen our hypotheses by replicating our results through a multiwave field study in Study 2. We consistently find: (1) a positive association between leader humor and followers' perceived organizational support, (2) a positive link between followers' perceived organizational support and work engagement, and (3) serial mediating effects of followers' perceived organizational support and work engagement on the leader humor-job crafting link. The implications of the findings and future directions for research investigating leader humor and job crafting are discussed.