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

IF 5 3区 管理学 Q1 MANAGEMENT
Ling Tan, Yongli Wang, Hailing Lu
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引用次数: 11

Abstract

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.
为什么这么幽默?传统性和性别(非)相似性在领导幽默行为和员工工作绩效中的作用
尽管领导者幽默的后果已被充分证明,但对其前因的研究关注有限。目前的研究通过探索个体特征(如传统)是否以及何时影响领导者的幽默行为来解决这一重要问题。基于幽默的关系过程模型和一项多波、多源的实地研究数据,我们发现,传统性得分低的领导者更有可能对下属表达幽默,这反过来影响下属的工作绩效。此外,当领导者和下属的性别不同时,领导者幽默行为对领导者传统性与员工工作绩效之间关系的中介作用更强。我们讨论了研究结果的意义和未来的研究方向,关于领导幽默的前因式。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
9.70
自引率
2.10%
发文量
23
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