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"It's not you, it's me": Transformational leadership and self-deprecating humor
Leadership & Organization Development Journal
Abstract
Purpose
The purpose of this paper is to investigate leaders’ use of humor as an expression of how they value themselves relative to others. The paper suggests that humor can minimize or exacerbate the status differences between leaders and followers. The paper hypothesizes that leaders’ use of self‐ or in‐group‐deprecating humor would be positively associated with ratings of transformational leadership as they minimize those distinctions, whereas leaders’ use of aggressive humor would be negatively associated with ratings of transformational leadership because it exacerbates status distinctions.
Design/methodology/approach
A total of 155 undergraduates (58 males, 97 females; M age=20 years, SD =1.31) were assigned randomly to one of four conditions, each depicting a different type of humor in a leader's speech.
Findings
Leaders using self‐deprecating humor were rated higher on individualized consideration (a factor of transformational leadership) than those that used aggressive humor.
Research limitations/implications
The authors encourage future field research on the role of humor as an expression of leaders’ self‐ versus other‐orientation.
Originality/value
Humor and work might seem inconsistent, but this study demonstrates how leadership can use humor to improve leader‐follower relationships. Furthermore, it contributes to our understanding of self‐deprecating humor which has received scant attention relative to other forms of humor.
... Focusing on this unique resource, we posit that job insecurity in managers triggers a pressing sense of losing their feeling of power, because a potential break in employment implies a corresponding loss of the influence, control, and authority inherent in the managerial role as powerholders (Hoption et al., 2013;Lammers et al., 2016). Consistent with COR theory, the importance of resource acquisition intensifies in tandem with a heightened prominence of resource loss (Halbesleben et al., 2014;Hobfoll et al., 2018). ...
... When facing daily job insecurity, the uncertainty enveloping the continuity of managerial roles as powerholders instills a looming sense of imminent peril (Hallier & Lyon, 1996). This impending threat can deprive managers of their sense of elevated social status and prestige, significant influence in the organization, tangible control over employees, and the qualified competence required to direct teams (Hallier & Lyon, 1996;Hoption et al., 2013;Lammers et al., 2016). As COR theory suggests, individuals are inclined to proactively seek actions to obtain resources (Hobfoll et al., 2018), so to cope with a resource depletion and restore the feeling of power that supports their ongoing managerial endeavors, insecure managers are inclined to seek ways to exert influence, control, and authority in their work context, and that ultimately augments their need for power on that day. ...
... When managers encounter job insecurity on a given day, those with higher levels of state mindfulness step back from subjective experiences and view job insecurity as a neutral event, rather than dwelling on future concerns and passing judgment on its potential meaning (Montani et al., 2021;Reb et al., 2019;Zhang et al., 2022). In such instances, these mindful managers are less inclined than others to equate daily job insecurity with potential future threats to their feeling of power (Montani et al., 2021), such as by degraded prestige, reduced influence, and diminished control related to their managerial roles (Hallier & Lyon, 1996;Hoption et al., 2013;Lammers et al., 2016). ...
Increasingly complex and volatile work environments challenge long-term employment and job security. Managers are not exempt from this, because they also often perceive their own jobs to be precarious. Drawing upon conservation of resources theory, we offer a fresh perspective to understand how and when abusive supervision is induced by manager job insecurity on a daily basis. We draw upon manager need for power as a within-person novel explanatory mechanism to explain why job insecurity triggers managers to display abusive supervision on a daily basis. To test our model, we conducted a study over a period of 10 consecutive days, using an experience sampling methodology, in which 126 managers in Chinese banks completed 1,058 daily surveys. In agreement with our hypotheses, we found that manager need for power, triggered by job insecurity, is a proximal cause of abusive supervision on a daily basis, after controlling for several other variables that have been found to lead to abusive supervision. The detrimental effects of daily manager job insecurity are alleviated when managers are equipped with higher levels of trait resilience and daily state mindfulness. Thus, our findings provide a more comprehensive picture of how managers’ stable and dynamic resources operate as beneficial buffers, alleviating the harm resulting from a daily workplace stressor—in this case, job insecurity. Overall, our study traces the fluctuation of a specific resource, and reveals the consequences of manager job insecurity from a leader-centric perspective.
... research to support the idea that the use of humor impacts subordinates' perceptions of leaders, and that using the right humor can improve these perceptions (Gkorezis & Bellou, 2016). For example, one type of humor, selfdeprecating humor, has been found to improve relational perceptions of leaders, including perceptions of self-confidence (SC), individualized consideration, people-oriented leadership, and trust in the leader (Gkorezis & Bellou, 2016;Hoption et al., 2013;Steiger et al., 2010;Tremblay & Gibson, 2015). Perceiving a leader to be more relational increases satisfaction with the leader and perceptions of the leader's effectiveness (Dobbins & Zaccaro, 1986;Gkorezis & Bellou, 2016). ...
... Gkorezis and Bellou (2016) found that a self-deprecating humor style increases perceptions of effectiveness, and the relationship is partially mediated by trust in the leader. Using self-deprecating humor can reduce social and status differences and enhance similarities among individuals, de-emphasizing status, and further supporting and building the leader-follower relationship (Hoption et al., 2013). Self-deprecating humor also improves relationships by increasing relational perceptions, including perceptions of high self-esteem and self-confidence of leader (Steiger et al., 2010), individualized consideration (Hoption et al., 2013), and people-oriented leadership (Tremblay & Gibson, 2015). ...
... Using self-deprecating humor can reduce social and status differences and enhance similarities among individuals, de-emphasizing status, and further supporting and building the leader-follower relationship (Hoption et al., 2013). Self-deprecating humor also improves relationships by increasing relational perceptions, including perceptions of high self-esteem and self-confidence of leader (Steiger et al., 2010), individualized consideration (Hoption et al., 2013), and people-oriented leadership (Tremblay & Gibson, 2015). However, if an individual is less trusted, it is more likely that self-deprecating humor will be perceived as intended to improve the relationship for self-interested goals and therefore perceived negatively (Kim et al., 2015). ...
In an effort to contribute to current research on humor in the workplace, two studies were conducted that tested a moderated mediation model of leaders’ use of humor, particularly, self-deprecating, on perceptions of the leader. Study 1 tested part of the model via online self-report surveys and supported a relationship between humor use and one of the predicted mediating variables, but not with satisfaction with the leader, the primary dependent variable. Study 2 assessed the same model by manipulating humor style in a video of student actors portraying a leader and subordinate. Although Study 1 found some supporting results, Study 2 strongly supported most hypotheses. Specifically, the results highlight the divergent effects of different forms of humor, with affiliative humor relating to better perceptions, and aggressive humor relating to lower perceptions. Future research can further explore the potentially positive benefits of self-deprecating humor in leaders.
Purpose
By integrating insights from cognitive style literature and person-environment fit theory, our study aims to explore which type of entrepreneurs are more inclined to initiate humor behaviors, the circumstances under which such behaviors are more likely to be employed within entrepreneurial teams and the specific benefits of humor behaviors for initiators.
Design/methodology/approach
This paper analyzes humor behaviors in entrepreneurial teams through a three-wave time-lagged field survey of 227 entrepreneurs in China.
Findings
We find that entrepreneurs with higher creating style are more likely to exhibit humor, making them more popular within entrepreneurial teams. Additionally, the positive relationship is amplified in the presence of high levels of conflict.
Originality/value
Previous studies provide substantial evidence of the positive effects of humor behaviors on their recipients in the workplace; however, there has been limited focus on the antecedents of humor behaviors and the benefits for the humor initiators. Our study addresses the gaps by providing empirical evidence that creating style of entrepreneurs may promote humor behaviors, particularly in the context of conflicts within entrepreneurial teams, and such behaviors could elevate entrepreneurs’ social acceptance within teams.
Purpose
The purpose of this paper is to examine the interesting but largely unexamined impact of self-uncertainty on the persuasiveness of self-deprecating advertisement.
Design/methodology/approach
In the present research, the experimental design and survey methods are used to collect data. Furthermore, the ANOVA and bootstrap analysis methods are adopted to verify whether a self-deprecating advertisement is more persuasive for consumers experiencing self-uncertainty and explore the mediating role of self-verification.
Findings
Study 1 indicates that people experiencing self-uncertainty are more likely to engage in actual self-verification. Study 2 demonstrates that consumers experiencing self-uncertainty are more likely to purchase products in a self-deprecating advertisement (vs. self-enhancing advertisement), and actual self-verification motive underlies this effect. In Study 3, a novel boundary condition for the main effect–product type (hedonic vs. utilitarian) is found, and it further reveals that the impact of self-uncertainty on the persuasiveness of self-deprecating advertisement will attenuate when the advertised product is utilitarian.
Practical implications
This research reveals that self-deprecating advertising is more desirable for consumers who experience self-uncertainty. Based on the conclusions in this paper, the self-deprecating advertising is more attractive and desirable for consumers who are reminded about their personal uncertainties. Thus, marketers could employ self-deprecating (vs. self-enhancing) advertisement to promote products. For example, in order to promote the waterproof function of iPhone 12, Apple China released a self-deprecating advertisement of “Splash proof and water resistant. Don't worry, iPhone.”
Originality/value
First, this research not only sheds new light on the relationship between self-uncertainty and the persuasiveness of self-deprecating advertisement but also verifies the mediating role of self-verification motive in this relationship. Moreover, this research reveals that self-uncertainty is a significant factor in how people react to the self-deprecating advertisement. It is noteworthy that the self-uncertainty effect is more likely to be found when the advertised product is related to hedonic or experiential consumption as opposed to utilitarian consumption.
Purpose
Based on social information processing theory, this paper aims to explore how and when leader self-deprecating humor may spark subordinate learning from failure. The authors cast perspective taking as a novel explanatory mechanism for this indirect effect, and further consider leader–member exchange as a boundary condition of the relationship.
Design/methodology/approach
The authors tested the hypotheses by conducting a multiwave and multisource survey of 604 members from 152 teams in a Chinese high-technology company.
Findings
Results of multilevel path analyses demonstrate that leader self-deprecating humor positively influences subordinate learning from failure via perspective taking. Further, this mediation effect is stronger at higher levels of leader–member exchange.
Research limitations/implications
This study contributes to the theoretical understanding of the relationship between leader self-deprecating humor and subordinate learning from failure. However, the research design was not longitudinal or experimental, and thus the authors were unable to make strong inferences about absolute causality.
Practical implications
The work yields useful insights for practitioners aiming to encourage subordinates to learn from failure.
Originality/value
This study provides evidence that leader self-deprecating humor can stimulate subordinate learning from failure via perspective taking, and the indirect effect is further strengthened by leader–member exchange. The findings offer new directions for research on leader self-deprecating humor and learning from failure.
Purpose
Silence is a typical negative behaviour exhibited by employees when they are faced with tension and stress and is influenced by a number of factors. Leaders have an important influence on employees’ emotions and behaviour, but the research is not yet clear enough. In this paper, we focus on the research frontier of self-deprecating humour of leaders, aiming to analyse its effect on employee silence and discuss the mechanism of the role of leader-member exchange (LMX) in it, based on social exchange theory.
Methods
We conducted a regression analysis and bootstrap test for mediating effects based on 2531 data from 151 financial institutions in mainland China. A simple random sampling was taken of the target population to ensure an unbiased sample. Using Harman’s single-factor test to check the data for common method bias. Regression analysis and Bootstrap test were used to analyze the correlation between variables and mediating effect models.
Findings
(a) Leader self-deprecating humour significantly reduces employee silence and effectively improves the quality of LMX; (b) There is a significant negative relationship between LMX and employee silence; (c) LMX plays a mediating role in the process of self-deprecating humour influencing employee silence and this mediating effect is complete; (d) Affective exchange between leaders and employees appears to be an essential factor in reducing stress from leaders and reducing employee silence.
Originality/Value
We attempt to open the black box of the mechanism of action between leader self-deprecating humour and employee silence, enrich and expand the application of social exchange theory to negative employee behavior, and provide new theoretical knowledge and empirical evidence from developing countries.
Practical Implications
The results of the study indicated that self-deprecating humor of leaders can significantly inhibit employee silence through high levels of LMX. Moreover, the mediating role played by LMX was complete. Therefore, organizations should not only focus on the role of leadership humor, but also to achieve mutual respect and trust between leaders and subordinates, and an emotional exchange that goes beyond economic relationships.
This paper explores the idea of the existence, use and emergence of humour and playfulness within coaching relationships. We frame this use (and value) of humour and playfulness as part of the skills and tools of an executive coach. Starting this process, through a number of key questions we asked ourselves, we have expanded our inquiry beyond the theory of human humour and playfulness into the practical elements of this topic and talk about its relevance to liminality, creative spaces (Gash, 2016) and effective practice. Linking effectiveness and expediency, we explore how humour and playfulness can improve a coaching session (and as part of a longer programme) through learning about the tools of anticipation by a partial adherence to the principles of ontological coaching (Seiler, 2020). In addition, we examine the psychological, biological and neurological contexts in support of advancing coaching practice. We also explore how humour and its use in coaching psychology can support the very basic elements of human survival through helping people to grow and adapt to changing circumstances. We draw this proposition together by offering some reflections, stories and discussion to make the case for more research into this human phenomenon that can offer different options to executive coaches and coaching psychologists.
This study examines the relationships between workplace humor, manager gender, and leadership outcomes. A sample of 321 business school alumni provided data on the use of both positive and negative humor by their managers and described their managers’ relative use of task behavior, relationship behavior, and overall effectiveness. While humor was expected to affect perceived leader behavior and effectiveness, an interaction between humor use and manager gender was hypothesized where male managers were advantaged in ratings relative to females. The results show that positive humor is associated with higher ratings of desirable leader behaviors. Negative humor use was only associated with lower task-behavior ratings. Significant interactions between gender and humor use were found on relationship behavior and effectiveness, however the direction was not as predicted. Female managers using positive humor at work were rated higher than males in leader outcomes while females using negative humor were rated lower than males in those outcomes. Positive humor use may benefit managers (especially females) by improving communication and group relations.
Investigated the problem of self-aimed humor by examining the case of Jews and Arabs in Israel. Study 1, with 80 Jewish and 60 Arab high school seniors, dealt with preferences of jokes. Ss were asked to rate the funniness of 5 jokes with a Jewish butt and 5 jokes with an Arab butt. Jews preferred jokes with an Arab butt, as did the Arabs who felt positively toward Israel, but not those whose attitudes were negative. Study 2, with 139 Jewish and 111 Arab high school seniors, dealt with the production of humor. Ss were asked to respond humorously to 13 cartoonlike drawings depicting an Arab and a Jew in conversation. Both Jews and Arabs expressed more aggression toward an Arab butt. When humorous answers toward the Ss themselves and toward subgroups within each group were compared, no differences between Jews and Arabs were found. The only difference found was in a special kind of self-aimed humor, in which aggression is turned inward but the situation is denied, and the S finds a humorous way to benefit from it. Jews used this kind of humor more often. (29 ref)
Three benefits of humor in the workplace are explored: its promotion of health, mental flexibility, and smooth social relations.
In this study, we examined the links between leadership style, the use of humor, and two measures of performance. Results indicated that leadership style was moderated by the use of humor in its relationship with individual and unit-level performance. Implications for further research on the use of humor by leaders are discussed.
Humor is a common element of human interaction and therefore has an impact on work groups and organizations. Despite this observation, managers often fail to take humor seriously or realize its numerous benefits. Humor is more than just funny concepts; it represents a multifunctional management tool that can be used to achieve many objectives. This article describes how managers can use humor to reduce stress and enhance leadership, group cohesiveness, communication, creativity, and organizational culture. Specifically, we suggest humor styles that are best suited to realize these outcomes. Additionally, the effect of humor on organizational outcomes is moderated by individual differences such as ethnicity and gender. Much like selecting the proper tool from a tootkit, managers can select the appropriate humor style suitable for the desired organizational outcome, adjust for individual differences, and achieve positive organizational outcomes.
Previous research on ingratiation in organizations has identified various categories of ingratiatory behaviors. However, these studies have failed to mention or investigate the ingratiatory power of humor. I integrate past research on ingratiation with research on humor in organizations to propose humor as a type of ingratiatory behavior in the workplace. I describe how humor affects targets, including determinants of humor's effectiveness as an ingratiation strategy, and various outcomes of humor as an ingratiation tactic.
Many have acknowledged the favorable, even therapeutic, effects of humor. However, few have attempted to relate humor to the functions of management and leadership. Research on this topic could possibly convert an undeveloped resource into a tool that could enhance our ability to get things done.
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.