Abstract
Based on social information processing theory, we provide a novel theoretical account of how and when leader humor influences subordinate boundary-spanning behavior. We develop a moderated mediation model explicating the mechanism of psychological safety and the boundary condition of subordinate interpersonal influence. Using multiwave data, we tested our research hypotheses with a sample of 452 members from 140 teams in a Chinese information technology (IT) company. Results showed that leader humor positively affects subordinate boundary-spanning behavior via increased psychological safety. Moreover, this mediated effect is stronger when subordinates have high interpersonal influence. These findings offer theoretical and practical insights into boundary-spanning activities and leader humor, which we discuss.
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