The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

Goswami, Ashita; Nair, Prakash; Beehr, Terry A.; Grossenbacher, Michael

doi:10.1108/lodj-01-2015-0001

Cited by 90 publications

(84 citation statements)

References 64 publications

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“…For example, in Breevaart et al's (2014) study, it was found that after controlling for followers' work engagement the previous day, employees were more engaged on the following days when their leader took a more transformational leadership approach and provided contingent rewards. In addition, the leader exhibiting a sense of humor created a more pleasant and fun working atmosphere with the potential to help employees generate positive emotions at work, thereby increasing their work engagement (Goswami et al, 2016).…”

Section: The Mediating Role Of Job Satisfactionmentioning

confidence: 99%

The Influence of Job and Individual Resources on Work Engagement Among Chinese Police Officers: A Moderated Mediation Model

et al. 2020

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Background: The work engagement of police officers pertains to social stability and security, as well as to the orderly operation of the political-economic environment. Although there are many studies on work engagement at present, few studies focus on the influencing factors of police officers' work engagement. According to the job demands-resources model and the conservation of resources theory, job resources (e.g., perceived organizational support) and personal resources (e.g., regulatory emotional self-efficacy) are important factors influencing work engagement. We assume that a moderated mediation model, in which job satisfaction plays a mediating role in the relationship between perceived organizational support and work engagement, regulatory emotional self-efficacy moderates not only the relationship between perceived organizational support and job satisfaction but also the relationship between job satisfaction and work engagement. Objective and Method: This study explores the drivers of work engagement through perceived organizational support and regulatory emotional self-efficacy among Chinese police officers using a convenient sampling method to administer a questionnaire to 744 Chinese police officers. A mediated model is proposed to investigate the mediating role of job satisfaction and the regulating role of regulatory emotional self-efficacy. Results: Job satisfaction mediated a positive relationship between organizational support and work engagement, and the perceived organizational support-job satisfaction and the job satisfaction-work engagement relationships were positively moderated by regulatory emotional self-efficacy, such that these relationships were stronger at higher levels of regulatory emotional self-efficacy. These findings have a practical significance for Chinese police officers' work engagement advancement.

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Section: The Mediating Role Of Job Satisfactionmentioning

confidence: 99%

The Influence of Job and Individual Resources on Work Engagement Among Chinese Police Officers: A Moderated Mediation Model

et al. 2020

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“…In other words, if the type humor used by a leader is known, we can estimate whether or not the leader has paternalistic leadership style 35.3%. When relevant literature is reviewed, it was seen that although there are a lot of studies have focusing on various aspects of the topic such as the relationship between leadership style, the use of humor and individual and unit-level performance (Avolio et al, 1999:225), leader use of humor, transformational leadership and creative performance followers (Arendt, 2009:104;Lee, 2015:84) and transformational leadership style, leaders' positive humor and employees' positive emotions stronger (Goswami et al, 2016(Goswami et al, :1095, none of them deal with the predictive power of humor types in explaining leadership styles.…”

Section: Discussionmentioning

confidence: 99%

Predictive Power of Humor Types in Explaining Leadership Styles in Different Organizations

Ergün¹,

Akçaoğlu²

2020

isarder

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Humor could act as a therapeutic agent for the employees by creating an entertaining environment. It is also considered as a valuable administrative tool to increase production and workers' productivity. Leadership, on the other hand, is an important component of all kinds of organizations. Humor and leadership have been studied extensively in a variety of contexts. Although the relationship between humor types and leadership styles has become a topic of interest for the researchers, the predictive power of humor types in explaining leadership styles has not been studied. The aim of this study is to find out whether the subordinates' views regarding the type of their leaders differ and the type of humor predict leadership style of the managers. Design/methodology/approach-The study employed survey research design. To this end, 225 subordinates working at different organizations in a city located in Black Sea Region, Turkey participated in the study. In order to collect data Leadership Style Scale and Humor Behavior Scale were used. Findings-The findings of the study revealed that the subordinates working for different institutions mostly think that their managers are transactional leaders. In addition, the results of hierarchical multiple regression analysis indicated that humor types predict leadership styles at different levels. Discussion-The results of this study revealed that leadership styles differ depending on the type of organization. It can be argued that most of the subordinates in the organizations where the managers are appointed believes that their managers have the qualities of a transactional leader. 1999:220). Managers, school principals or teachers, whose job description include some kind of management qualities, take advantage of humor to ease the interpersonal communication (Rizzo et al., 1999:362). To this end, the humor used by the administrators, in the workplace where the individuals spend most of their time, is associated with their leadership qualities (Bass & Stogdill, 1990:130; Shamir, 1995:28). According to Napier and Gershenfeld (1993:129) 98% of executive managers nominate candidates for a leadership position with a good sense of humor. Crawford (1994:57) stresses that humor is the most-promising and least understood communication strategy used by the leaders. Although ignored until recently, because of its administrative qualities, the relationship between sense of humor and leadership style has become a topic of interest for the researchers (

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“…Considering the overarching theory of our research is the affective events theory, an event-based within-person framework was used, which means our model should be tested at the individual level [29,54]. In order to avoid violating the assumption of independence in our data and to perform a multi-wave study, following the previous studies using affective events theory, we collected our samples randomly without forming the multiple subordinates nested [55,56]. Data for this study were collected from eight real estate and insurance companies in China, and participants in the survey were all front-line staff.…”

Section: Samples and Proceduresmentioning

confidence: 99%

An Eye for an Eye? Third Parties’ Silence Reactions to Peer Abusive Supervision: The Mediating Role of Workplace Anxiety, and the Moderating Role of Core Self-Evaluation

Huang

Guo

Tang

et al. 2019

IJERPH

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Currently, a few scholars have studied the spillover effects of abusive supervision from third parties’ perspective. However, these limited researches mainly focus on third parties’ explicit behavior response to peer abusive supervision, ignoring their implicit reactions (e.g., silence) and the emotional mechanism among it. To fill the above gaps, drawing on affective events theory, we construct a theoretical model that explains the relationship among peer abusive supervision, third parties’ workplace anxiety, third parties’ silence, and third parties’ core self-evaluation. Multi-wave data from 283 front-line employees (57% male and 43% female; 57.2% are 30 years old and below, 31.1% are 31–40 years old and 11.7% are over 40 years old), who come from eight real estate and insurance companies in China, were used to support our framework. In particular, our empirical results indicated that peer abusive supervision was positively related to third parties’ silence, among which workplace anxiety played a partial mediating role. In addition, third parties’ core self-evaluation moderated the relationship between peer abusive supervision and silence, meanwhile, the mediating role of workplace anxiety. Specifically, the effect of peer abusive supervision on workplace anxiety, and the mediating effect of workplace anxiety, was weaker when the third parties’ core self-evaluation was higher rather than lower. The results contribute to both theory and practice.

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The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

Cited by 90 publications

References 64 publications

The Influence of Job and Individual Resources on Work Engagement Among Chinese Police Officers: A Moderated Mediation Model

The Influence of Job and Individual Resources on Work Engagement Among Chinese Police Officers: A Moderated Mediation Model

Predictive Power of Humor Types in Explaining Leadership Styles in Different Organizations

An Eye for an Eye? Third Parties’ Silence Reactions to Peer Abusive Supervision: The Mediating Role of Workplace Anxiety, and the Moderating Role of Core Self-Evaluation

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