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

Humor in leadership and employee creative and innovative behavior

This paper is a review of existing studies on the relationship between humor in leadership and employee creativity, voice behavior, and innovative behavior. First, a meta-analytic review of zero-order correlations shows a medium-sized correlation between leader humor and creative/innovative behavior of employees. Secondly, the review shows that two distinct mediating mechanisms - a relational mechanism and a motivational, resource-based mechanism - might explain the correlation between leader humor and creative/innovative behavior. Existing studies thirdly show that moderator variables are relevant, but that the choice of variables does not yet allow for an overall picture. Unfortunately, the existing studies did widely neglect the incremental contribution of leader humor beyond other leadership constructs. The review ends with implications to guide future research on humor in leadership.

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."

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.

The Impact of Leader Humor on Employee Creativity during the COVID-19 Period: The Roles of Perceived Workload and Occupational Coping Self-Efficacy

Based on the relief theory and similarity attraction theory, this study investigates the influence of leader humor on employee creativity through the mediate impact of employees’ perceived workload, occupational coping self-efficacy, and employee similarity perception with a leader as a potential moderator. The data were collected through an online survey that included matched questionnaire data from 351 employees and their direct leaders in China. This study used SPSS 26 software and Mplus 7.0 software to analyze the data and found that (1) leader humor has a significant positive impact on employees’ creativity; (2) employees’ perceived workload and occupational coping self-efficacy mediated the positive relationship between leader humor and employee creativity; (3) similarity perception negatively moderated the influence of leader humor on perceived workload, and it also positively moderated the influence of leader humor on occupational coping self-efficacy. In addition to corroborating and expanding on previous findings regarding the relationship between leader humor and employee creativity during the COVID-19 period, the aforementioned conclusions also derive management implications for fostering employee creativity and reducing employee workload from the perspective of leader humor.

"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.

Self-serving leadership and innovative behavior: Roles of psychological entitlement and moral identity

On the basis of social information processing theory, this study proposes a model of the influence mechanism of self-serving leadership (SL) on employee innovative behavior (IB), with psychological entitlement as the mediating variable and moral identity as the moderating variable. The paired data of 82 leaders and 372 employees collected at three time points are analyzed by the hierarchical linear modeling. Results corroborate that SL impairs employee IB. Moreover, the relationship between SL and employee IB is mediated by psychological entitlement. Finally, moral identity has a negative moderating effect of SL on psychological entitlement and an indirect effect on employee IB through psychological entitlement.

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.

Innovative work behavior in high-tech enterprises: Chain intermediary effect of psychological safety and knowledge sharing

This study aims to explore the relationship between organizational innovation climate (OIC) and innovative work behavior (IWB), using psychological safety (PS) and knowledge sharing (KS) as mediating variables. Based on the social cognitive theory (SCT), this study proposes a conceptual framework to explore innovative work behavior. The structural model of the extended SCT model was tested using sample data from 446 R&D staff of high-tech enterprises in China. SPSS 25.0 and AMOS 23.0 were used to test the hypothetical model. The results indicated that organizational innovation climate was positively correlated with psychological safety and innovative work behavior. Psychological safety was positively correlated with innovative work behavior. Knowledge sharing was significantly and positively correlated with innovative work behavior. Moreover, Psychological safety and knowledge sharing play a significant mediating role in the relationship between organizational innovation climate and innovative work behavior, and psychological safety further improves individual innovative work behavior by influencing knowledge sharing among research team members. At the end of the study, this study thoroughly discussed the conclusions, practical implications, limitations, and future research directions of the study.

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.

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.

Responsible Leadership Fuels Innovative Behavior: The Mediating Roles of Socially Responsible Human Resource Management and Organizational Pride

Leaders are under increasing pressure to inspire innovative endeavors in responsible ways. However, whether and how responsible leadership can fuel employee innovative behavior remains unknown. Therefore, drawing on social identity theory and social exchange theory, this study aims to investigate the psychological mechanisms underlying the responsible leadership-innovative behavior relationship. Multi-phase data were collected from 280 employees working in Chinese manufacturing firms to test the hypotheses using hierarchical regression analyses and the bootstrap method. The results reveal that responsible leadership is positively related to innovative behavior. Additionally, perceived socially responsible human resource management (HRM) and organizational pride separately and sequentially mediate the responsible leadership-innovative behavior relationship. This study empirically reveals the effectiveness of responsible leadership and sheds new light on the psychological processes through which it facilitates innovative behavior, revealing the generalizability of responsible leadership and innovative behavior in the Chinese context. Moreover, we respond to the call for incorporating leadership theory into HRM research and further advance the existing knowledge on both antecedents and outcomes of socially responsible HRM. For practical guidance, organizations are encouraged to foster innovation through investment in responsible management practices. Research limitations and implications are also discussed.

The Performance Impact of New Ventures in Working Environment and Innovation Behavior From the Perspective of Personality Psychology

A new venture barely makes a profit in its initial stage, and its success depends on innovation. Innovation is related to the work environment, and the innovation behavior of employees is of great significance to the performance improvement of new venture. Based on the previous research, in this study, hypotheses on the correlation between work environment, employee innovation behavior, and corporate performance are put forward first. Then, with team cooperation, organizational incentive, leadership support, sufficient resources, and work pressure as the factors of the work environment, the bosses, middle and senior managers involved in entrepreneurship, and the main members of the entrepreneurial team of 202 newly established enterprises in developed regions are surveyed online or in scene. Multivariate hierarchical regression analysis is performed to analyze the data collected from the questionnaire. The results show that the effective recovery rate of the questionnaire is 86.4%; the number of traditional enterprises is 108 (53.47%), and that of R&D enterprises is 68 (33.66%); teamwork, leadership support, and work pressure are all correlated with employees’ innovative behavior (P < 0.05), while organizational motivation and sufficient resources are not correlated with employees’ innovative behavior (P > 0.05); employee innovation behavior is positively correlated with enterprise performance (β = 0.375, P ≤ 0.01); the working environment and employee innovation behavior promote enterprise performance (β = 0.433, P ≤ 0.01); and the working environment affects the relationship between employee innovation behavior and enterprise performance (β = 0.399, P ≤ 0.05). The study theoretically enriches the research on the relationship between innovation behavior, work environment, and enterprise performance of new ventures. In practice, it is suggested that start-up enterprises provide good working environment for employees and attach importance to innovation activities at the individual level of employees, which provides useful guidance and reference for the development of Chinese start-up enterprises.