Personal need for structure as a boundary condition for humor in leadership

Pundt, Alexander; Venz, Laura

doi:10.1002/job.2112

Cited by 91 publications

(90 citation statements)

References 86 publications

(178 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Initially, 182 employees working in Germany registered for the study, which comprised a set of online surveys. Out of a larger data collection (Pundt & Venz, ), which included a two‐wave panel across 2 weeks, the present study is based upon a diary survey that was conducted between the two panel surveys. The diary survey consisted of two daily surveys over the course of one workweek (Monday to Friday).…”

Section: Methodsmentioning

confidence: 99%

What matters for work engagement? A diary study on resources and the benefits of selective optimization with compensation for state work engagement

2017

Self Cite

View full text Add to dashboard Cite

This diary study addresses the benefits of employees' daily use of selective optimization with compensation (SOC) for state work engagement. We hypothesized that day-level SOC not only directly fosters work engagement but that SOC also reveals its beneficial effects for work engagement in interaction with both external and internal resources. Specifically, we proposed SOC substitutes for job control, role clarity, and state of being recovered, thus helping employees manage low daily levels of these resources. We tested our hypotheses with a sample of 138 employees who completed two daily surveys over a total of 545 workdays. Results of multilevel analyses revealed that SOC benefits work engagement in both proposed ways. First, day-level SOC was positively related to state work engagement. Additionally, day-level role clarity and state of being recovered predicted state work engagement, but day-level job control did not. Second, SOC benefitted state work engagement by offsetting low levels of role clarity and being recovered, and by boosting job control in their respective relationships with work engagement.The results suggest that by using SOC at work, employees can actively enhance their own work engagement on a given workday. This knowledge provides promising starting points for the development of interventions.

show abstract

Section: Methodsmentioning

confidence: 99%

What matters for work engagement? A diary study on resources and the benefits of selective optimization with compensation for state work engagement

2017

Self Cite

View full text Add to dashboard Cite

show abstract

“…We collected data from various organizations and industries across Germany, in an attempt to increase the generalizability of our findings (Demerouti & Rispens, 2014). We approached potential participants (i.e., supervisors and their direct team members) using personal and university contacts (for similar procedures, see Bunderson, Van der Vegt, Cantimur, & Rink, 2016;Pundt & Venz, 2017). To be included in the present sample, our contact person in each team had to confirm that the potential participants worked as a team such that they shared mutual goals, interacted regularly, cooperated toward joint goal achievement, and directly worked with a common supervisor (Arrow & McGrath, 1995;Kozlowski & Bell, 2003).…”

Section: Sample and Proceduresmentioning

confidence: 99%

The consequences of (not) seeing eye‐to‐eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

2019

View full text Add to dashboard Cite

Summary This study seeks to advance our understanding of the leadership consequences that may ensue when supervisors and their teams have similar versus differing orientations toward the past. Integrating a leader–team fit perspective with functional leadership theory, we cast incongruence between supervisor and team past temporal focus as a key antecedent of supervisors' active (i.e., task‐oriented and relationship‐oriented) and passive (i.e., laissez‐faire) leadership behaviors toward the team. We tested our hypotheses in a team‐level study that included a field sample of 84 supervisors and their teams using polynomial regression and response surface analyses. Results illustrated that supervisors demonstrated more task‐oriented and relationship‐oriented leadership when supervisors' and their team's past temporal focus were incongruent rather than aligned. Furthermore, in situations of supervisor–team congruence, supervisors engaged in less task‐oriented and relationship‐oriented leadership and more laissez‐faire leadership with higher (rather than lower) levels of supervisor and team past temporal focus. In sum, these findings support a complex (mis)fit model such that supervisors' attention to the past may hinder their productive leadership behaviors in some team contexts but not in others. Hence, this research advances a novel, multiple‐stakeholder perspective on the role of both supervisors' and their team's past temporal focus for important leadership behaviors.

show abstract

“…Increasing evidence demonstrates the benefit of using positive humor in the workplace (Mesmer-Magnus et al, 2012), particularly by leaders. Leader humor contributes to the quality of the leader-member exchange (e.g., Pundt and Herrmann, 2015;Pundt and Venz, 2017), affective organizational commitment (Pundt and Venz, 2017), burnout and strain (Huo et al, 2012;Pundt and Venz, 2017), innovative behavior (Pundt, 2015), and performance (Avolio et al,1999;Kim et al, 2016).…”

Section: Does Leader Humor Style Matter and To Whommentioning

confidence: 99%

Does leader humor style matter and to whom?

Neves

Karagonlar

2020

JMP

View full text Add to dashboard Cite

PurposeThe interest on leader humor styles is recent. By applying a trustworthiness framework, the authors examine (1) how leader humor styles contribute to performance and deviance via trust in the supervisor and (2) who benefits/suffers the most from different leader humor styles.Design/methodology/approachThe authors tested their hypotheses in a sample of 428 employee–supervisor dyads from 19 organizations operating in the services sector.FindingsAffiliative and self-enhancing leader humor styles are particularly beneficial for employees with low core-self-evaluations, helping them develop trust in the supervisor and consequently improving their performance. An aggressive leader humor style, via decreased trust in the supervisor, reduces performance, regardless of employees' core self-evaluations. Self-enhancing and self-defeating leader humor styles also present significant relationships with organizational deviance.Research limitations/implicationsLimitations include the cross-sectional design and the limited number of mechanisms examined.Practical implicationsOrganizations need to train leaders in the use of humor and develop a culture where beneficial humor styles are endorsed, while detrimental humor styles are not tolerated.Originality/valueThese findings contribute to the literatures on trust and humor, by showing that the use of humor is not as trivial as one could initially think, particularly for those with low core self-evaluations, and by expanding our knowledge of the mechanisms by which different leader humor styles may influence performance and deviance.

show abstract

Personal need for structure as a boundary condition for humor in leadership

Cited by 91 publications

References 86 publications

What matters for work engagement? A diary study on resources and the benefits of selective optimization with compensation for state work engagement

What matters for work engagement? A diary study on resources and the benefits of selective optimization with compensation for state work engagement

The consequences of (not) seeing eye‐to‐eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior

Does leader humor style matter and to whom?

Contact Info

Product

Resources

About