Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor

Potipiroon, Wisanupong; Ford, Michael T.

doi:10.1177/15480518211036464

Cited by 25 publications

(19 citation statements)

References 61 publications

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“… 4 Previous empirical studies have shown that companies with a strong safety climate closely associate employees with an organization’s psychological contract 26 and that those with a positive organization climate improve employee psychological safety. 27 Therefore, we propose hypothesis H2.…”

Section: Theoretical Basis and Hypothesesmentioning

confidence: 99%

The Relationship Between Leadership Safety Commitment and Resilience Safety Participation Behavior

Niu¹,

Liu²

2022

PRBM

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Purpose To analyze the impact of leadership safety commitment on miners’ safety participation behavior and to explore the mediating effect of miners’ psychological safety and the moderating effect of perceived supervisor safety attitude (PSSA) and perceived coworker safety attitude (PCSA). Methods A total of 1446 valid questionnaires were collected from miners working in state-owned mines in China from August to October 2019. A variety of scales were used to measure the variables, including “Our management has strict requirements for safe work when working backward”, “I made mistakes in the team, and other coworkers often have opinions about me”, “I will be regarded as a troublemaker if I raise safety issues”, “When we complete work safely, the supervisor is satisfied”, “My coworkers sometimes ignore safety rules”. Results Leadership safety commitment has a significant positive effect on miners’ safety participation behavior; psychological safety of miners partially mediates the relationship between leadership safety commitment and the safety participation behavior of miners; and PSSA and PCSA moderate the intermediary effect of miners’ psychological safety on leadership safety commitment and miners’ safety participation behavior. When PSSA or PCSA is positive, the mediating effect of psychological safety is stronger. Conclusion This paper analyzes miners’ safety participation behavior from the perspective of resilience and discusses the impact of leadership safety commitment on miners’ safety participation behavior. These offer theoretical guidance and inspiration for the management of organizations to enhance the positive effects of workplace leadership safety commitment and improve miners’ safety participation behavior.

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Section: Theoretical Basis and Hypothesesmentioning

confidence: 99%

The Relationship Between Leadership Safety Commitment and Resilience Safety Participation Behavior

Niu¹,

Liu²

2022

PRBM

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“…According to Ziv (1983), frequent use of affiliative humor in a group might be seen as a cue that triggers nonconventional thinking. Moreover, affiliative humor might reduce social distance as well as enhance psychological safety and team cohesion which translate into creativity and innovation in a team (Eliav et al, 2016;Hülsheger et al, 2009;Mesmer-Magnus et al, 2012;Potipiroon & Ford, 2021;Romero & Cruthirds, 2006). Overall, these studies offer evidence that affiliative team humor style, once it has emerged in a team, will result in team positive emotions, team cohesion, while providing a high level of psychological safety, which will then enhance the likelihood of team innovation.…”

Section: The Mediating Role Of Affiliative Team Humor Stylementioning

confidence: 99%

The linkage between cognitive diversity and team innovation: Exploring the roles of team humor styles and team emotional intelligence via the conservation of resources theory

Nguyen

Sanders

Schwarz

et al. 2022

Organizational Psychology Review

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Researchers have displayed considerable interest in how and when team cognitive diversity leads to improved or impaired team innovation. When addressing this issue, scholars have adopted the information/decision making and social categorization theoretical perspectives. In contrast, we draw on conservation of resources (COR) theory when examining the cognitive diversity and team innovation relationship. We argue that in a team environment, cognitive diversity may result in the threat of losing valuable resources. This threat, in turn, encourages team members to engage in resource replenishment through the use of different humor styles (i.e., affiliative, self-enhancing, aggressive, self-defeating). We argue that, with such resource replenishment, four team-level humor styles emerge and mediate the relationship between cognitive diversity and team innovation. In addition, we expect team emotional intelligence to moderate the relationships between cognitive diversity and team humor styles. Our model has important theoretical implications for team diversity, humor, emotional intelligence, and innovation research. Plain language summary Team cognitive diversity can be defined as the extent to which team members differ in their ideas, perspectives, or values. Cognitive diversity is important for teams to cultivate innovation although it may also result in relationship conflicts and the formation of subgroups in a team. Our paper views cognitive diversity as a signal that drives team members to use humor to cope with diversity. This may then result in different humor styles (i.e., affiliative, self-enhancing, aggressive, self-defeating) that characterize the way the team uses humor. For instance, while working in a cognitively diverse team, team members might make a joke about work that the whole team laughs together (i.e., affiliative humor). However, some members might use sarcasm to insult others who are different from the group norms (i.e., aggressive humor). We argue that the team humor styles will influence team innovation, which in turn will link cognitive diversity with team innovation. Moreover, we suggest that team emotional intelligence will influence the extent to which the four team humor styles link cognitive diversity and team innovation.

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“…As a leader's behavior amuses subordinates by using humorous words and behaviors in interaction and communication with them (Yam et al, 2018), leader humor has received a wide range of attention in the field of management in recent years (Hughes and Avey, 2009;Neves and Karagonlar, 2020). A large and increasing body of research has substantiated the impact of leader humor on subordinates, including task performance (Neves and Karagonlar, 2020;Tan et al, 2021), job satisfaction (Robert et al, 2016), organizational citizenship behavior (Cooper et al, 2018;Tremblay and Gibson, 2016), voice behavior (Potipiroon and Ford, 2021;Tan et al, 2020), creativity (Peng et al, 2020;Yang et al, 2021), leader-member exchange (Pundt and Venz, 2017;Yam et al, 2018), relational identification and trust in leaders (Gkorezis and Bellou, 2016;Neves and Karagonlar, 2020). Notwithstanding such findings, with regard to the topic of newcomer adjustment, the question of whether and how leader humor may exert an influence on newcomers' adjustment has received little attention.…”

Section: Leader Humor and Newcomer Adjustment 1201mentioning

confidence: 99%

“…, 2016), organizational citizenship behavior (Cooper et al. , 2018; Tremblay and Gibson, 2016), voice behavior (Potipiroon and Ford, 2021; Tan et al. , 2020), creativity (Peng et al.…”

Section: Introductionmentioning

confidence: 99%

Leader humor and newcomer adjustment: The mediating role of role breadth self-efficacy

Kang

Zhang

et al. 2022

LODJ

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PurposeDespite the increasingly growing empirical research on leader humor, the critical issue of how and when leader humor affects newcomer adjustment was largely overlooked. The purpose of this study is to examine the relationship between leader humor and newcomer adjustment. Based on social information processing theory, the authors identify newcomers' role breadth self-efficacy (RBSE) as the mediator and suggest that newcomers' cognitive flexibility moderates the effects.Design/methodology/approachData were obtained from a 2-wave sample of 195 newcomers. The authors utilized the PROCESS procedure developed by Hayes to assess the hypothesized moderated mediation model.FindingsThe findings showed that leader humor could boost newcomers' RBSE which, in turn, was beneficial to newcomer adjustment. Besides, newcomers' cognitive flexibility plays a moderating role in the relationship between leader humor and newcomers' RBSE.Research limitations/implicationsThis study utilized a cross-sectional research design, making the design difficult to obtain causal conclusions. Moreover, the data were all based on self-reports from newcomers, which may raise a concern of common method bias.Originality/valueThis paper extends the literature on leader humor and newcomer adjustment by treating RBSE as the mediator and newcomers' cognitive flexibility as the moderator. This study is one of several empirical studies to test the link between leader humor and newcomer adjustment.

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Does Leader Humor Influence Employee Voice? The Mediating Role of Psychological Safety and the Moderating Role of Team Humor

Cited by 25 publications

References 61 publications

The Relationship Between Leadership Safety Commitment and Resilience Safety Participation Behavior

The Relationship Between Leadership Safety Commitment and Resilience Safety Participation Behavior

The linkage between cognitive diversity and team innovation: Exploring the roles of team humor styles and team emotional intelligence via the conservation of resources theory

Leader humor and newcomer adjustment: The mediating role of role breadth self-efficacy

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