Impact of aggressive humor on dysfunctional resistance

Goswami, Ashita; Nair, Prakash; Grossenbacher, Michael

doi:10.1016/j.paid.2014.10.037

Cited by 21 publications

(13 citation statements)

References 31 publications

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“…One studied the impact of aggressive humor on employee wellbeing, in terms of strain and addictive behaviors ( Huo et al, 2012 ); another explored its effect on employees’ intention to leave. The third study examined the moderating effect of aggressive humor on the relationship between abusive supervision and dysfunctional resistance, where the relationship was weak at low levels of aggressive humor and stronger at high levels of aggressive humor ( Goswami et al, 2015 ). Malone (1980) postulated the case for and against humor in the workplace with a series of questions mostly focused on appropriate/inappropriate use of humor and positive/negative reactions to humor use.…”

Section: Resultsmentioning

confidence: 99%

Humor in Workplace Leadership: A Systematic Search Scoping Review

2021

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Humor studies are increasingly prevalent in workplace and leadership domains, it has shown significant development in the last 40 years. The multifaceted nature of humor means varied definitions and diverse measurement approaches have been approved. As a result, research methodologies and findings are not easily clarified, and have not been synthesized. The aim of this scoping review was to review the existing body of literature relevant to humor in workplace leadership to identify key research areas, methodologies used, guiding theoretical frameworks, and gaps that are persisting over the last 40 years. Using qualitative review methods, four key themes in the research emerged relating to: (1) humor styles and outcomes; (2) humor as communication and discursive resource; (3) variables in the humor and leadership relationship; and (4) cultural context. This review demonstrates significant research progress on the topic of humor in workplace leadership. Research progress and gaps are discussed based on five key questions. Future research directions are outlined and discussed.

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Section: Resultsmentioning

confidence: 99%

Humor in Workplace Leadership: A Systematic Search Scoping Review

2021

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“…To reduce common method bias concerns (Podsakoff et al 2012 ), many studies have utilized multi-wave data (e.g., Haggard and Park 2018 ; McAllister and Perrewé 2018 ; Liang et al 2022 ) or multi-source data (e.g., Zellars et al 2002 ; Han et al 2017 ; Wang et al 2022 ) or both (e.g., Tariq and Ding 2018 ; Yu et al 2018 ; Khan et al 2021 ). Purely cross-sectional studies are rare (e.g., Duffy and Ferrier 2003 ; Goswami et al 2015 ; Ahmed et al 2021 ). However, leveraging temporal separation or source separation or both in correlational designs does not help in ruling out reverse causation.…”

Section: Scales and Research Designs Adopted In Abusive Supervision R...mentioning

confidence: 99%

Abusive supervision: a systematic literature review

Bhattacharjee

Sarkar

2022

Manag Rev Q

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The interest generated by abusive supervision among researchers can be gauged from the fact that more than 140 articles on abusive supervision have been published by leading journals in the last five years alone. However, a comprehensive understanding of the same is lacking. As a result, we systematically reviewed 273 articles on abusive supervision published between 2000 and 2022. This enabled us to present five interrelated aspects of abusive supervision literature. First, we focus on the definitional issues associated with abusive supervision. Second, we examine two widely used abusive supervision scales. Third, we review and critique different research designs utilized in abusive supervision studies. Fourth, we look at the key theories underpinning abusive supervision research and map the nomological network of abusive supervision. Fifth, we suggest novel avenues for theoretical advancement. In sum, we endeavored to portray a detailed picture of research on abusive supervision.

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“…When the subordinate perceive leaders' affiliative humor, it will be explained a proactive interpersonal signal by subordinate to create a good atmosphere of communication in the organization [11]. To further enhance the subordinates' willingness to communicate, it can improve subordinates job satisfaction and job performance [12], as well as, it can also reduce the negative emotions of employees and some disadvantage organization behaviors, suchas organizational cynicism and dysfunctional resistance [13] [14].…”

Section: Hypothesesmentioning

confidence: 99%

The Influence of Perceived Leader Humor on Subordinate’s Voice Behavior: A Study under Chinese Background

Lin¹

2016

JSS

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Organization Behavior has paid more and more attentions on the impact of leaders' humor on employees. The leaders' humor plays an important role in the fight against organization silence as an important means to ease the work pressure and adjust the organizational climate. This study has surveyed 502 Chinese employees to explore the impact of leader's affiliative humor and aggressive humor style on employee voice behavior. The study found that the leaders' affiliative humor can significantly promote employee voice behavior, and aggressive humor suppress. Future researchers should pay more attention on the role of organizational factors that influence the process.

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Impact of aggressive humor on dysfunctional resistance

Cited by 21 publications

References 31 publications

Humor in Workplace Leadership: A Systematic Search Scoping Review

Humor in Workplace Leadership: A Systematic Search Scoping Review

Abusive supervision: a systematic literature review

The Influence of Perceived Leader Humor on Subordinate’s Voice Behavior: A Study under Chinese Background

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