Affiliative and aggressive humor in leadership and their effects on employee voice: a serial mediation model
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Affiliative and aggressive humor in leadership and their effects on employee voice: a serial mediation model Fang Liu1 · Irene Hau‑Siu Chow2 · Yuanyuan Gong3 · Man Huang1 Received: 8 August 2018 / Accepted: 20 February 2019 © Springer-Verlag GmbH Germany, part of Springer Nature 2019
Abstract Drawing on social exchange theory and social identity theory, we examine the effects of leader affiliative and aggressive humor on employee voice and propose leader–member exchange (LMX) and organizational identification (OID) as two mediators. Analysis of data from 391 employees revealed that leader affiliative humor had a positive indirect effect on employee voice through LMX and subse‑ quently through OID, while leader aggressive humor had a negative indirect effect on employee voice through LMX and subsequently through OID. We discuss the theoretical and practical implications of these findings. Keywords Leader affiliative humor · Leader aggressive humor · Employee voice · Leader–member exchange · Organizational identification Mathematics Subject Classification 90B70
* Man Huang [email protected] Fang Liu [email protected] Irene Hau‑Siu Chow [email protected] Yuanyuan Gong yygong@okayama‑u.ac.jp 1
School of Management, Guangzhou University, 230 Wai Huan Xi Road, Guangzhou Higher Education Mega Center, Guangzhou 510006, Guangdong, China
2
Department of Management, Hang Seng University of Hong Kong, Hang Shin Link, Siu Lek Yuan, Shatin, NT, Hong Kong
3
Discovery Program for Global Learners, Okayama University, 2‑1‑1 Tsushima‑naka, Kita‑ku, Okayama 7008530, Japan
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A good word makes people warm like a fire in the cold winter, while a bad one hurts people seriously just like snowing in the summer.– A traditional Chinese saying.
1 Introduction Humor denotes a social communication that is purposed to be amusing (Cooper 2005; Pundt and Herrmann 2015) and is regarded as a powerful and effective form of interaction in work contexts (Cooper et al. 2018). Given that leaders always hold power (Kashyap and Rangnekar 2016; Liu and Lin 2018) and set the tone for humor expression at work (Cooper 2005; Cooper et al. 2018), we focus on humor in leadership (HL) and define it as a leaders’ social communication tactic directed towards their followers that is purposed to be amusing to followers and that fol‑ lowers perceive as an intentional act in work contexts (Cooper 2005). Successful leaders always are good at using humor to receive support and appreciation, inspire their followers, and even bring about enduring memories (Yam et al. 2018). HL has attracted increasing attention from management researchers recently (e.g., Pundt and Herrmann 2015; Cooper et al. 2018; Yam et al. 2018). However, there is still a num‑ ber of unresolved issues for the limited literature on HL. First, whereas the extant literature on humor in non-organizational context often examined various types of humor (e.g., Martin et al. 2003; Kuiper and Leite 2010; Hampes 2016), previous research on HL often aggrega
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