Evidence from emerging scholarly investigations consistently points to managerial humor as fruitful new grounds to expand management knowledge and practice. In light of this, the present study examined managerial humor as an affective event at work that has short-term emotional and long-term psychological outcomes for employees. To test this empirically, we recruited a sample of 2498 Australian employees to participate in a field experience sampling study. We also considered the potential moderating effect of leader–member exchange on the humor–emotions relationship. Findings provide initial support for managerial humor as an affective event such that when employees perceived their manager’s humor as positive they reported experiencing positive emotions, and vice versa. Importantly, employees with high-quality relationships with their managers responded to their manager’s humor use with a greater number of positive emotions and fewer negative emotions than did employees with low-quality relationships with their managers. We argue that humor is an event that managers must responsibly manage in order to produce positive emotional experiences for employees and support healthy emotion regulation at work. We also discuss the conditions under which it is advisable for managers to use humor with employees, and suggest future research directions to develop this growing field of inquiry.

The changing nature of public values has become an important policy debate in the public policy arena in the recent past. Developed countries are already moving forward with Integrated Governance to promote core public values but the building of multifaceted partnerships and the sharing of goal achievements and outcomes advocated by governance is still a novel experience for much of the developing world. The literature has not done much to explore the skills and attributes needed to add the most value to the process of government policy services and administration, nor how their services might be improved under new reforms. In taking up this challenge, this article will explore the skills that civil servants need to add greater value to public service quality and delivery in the new environment of public management in developing countries.

This paper advances the notion that leaders' behavior in public organizations impacts employee emotions and workplace functioning. The paper proposes a conceptual model showing the impact that specific leader behaviors have on employee momentary emotions and thereby subjective well-being, organizational citizenship behavior, and job performance. Findings from research on leader behaviors and follower outcomes in private organizations and workplace emotions are used to show the importance of understanding and promoting types of leader behaviors that enhance employee and organizational outcomes within public institutions. It is expected that this model will facilitate future research in this area.

PurposeThe purpose of this paper is to examine whether family-to-business support acts as a job resource that attenuates the negative effects of work demands on the stress and creativity of women micro-entrepreneurs in the informal sector in Sri Lanka.Design/methodology/approachData from 359 women micro-entrepreneurs and their respective case officers in local government were used to test the hypothesized relationship between work demands and their creativity through the mediating mechanism of stress and the moderating effect of family-to-business support on the said relationship.FindingsWork demands reduced creativity through heightening the levels of stress faced by women micro-entrepreneurs. However, family-to-business support reduced the negative influence of work demands on creativity through stress.Practical implicationsWomen micro-entrepreneurs should build strong family ties to obtain support from family members. In addition, government training programs that target women micro-entrepreneurs should be extended to include their immediate family members.Originality/valueThis paper contributes to the literature by examining whether family-to-business support buffers the negative effects of work demands for women micro-entrepreneurs in the informal sector. In doing so it makes a theoretical contribution by testing the key tenets of the JD-R model in entrepreneurial settings.

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