| Abstrakt: |
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. [ABSTRACT FROM AUTHOR] |
