Abstract
Abstract Building on affect-as-information theory, this study empirically tested a conceptual model of how and under what conditions a leader’s use of humor influenced employees’ adaptability using a sample of 209 subordinates and their supervisors in China. The results reveal the important mediating effect of pleasant feelings and the moderating effect of a need for humor. The impact of leader humor transmitted through pleasant feelings is effective only when an employee’s need for humor is high. The theoretical and managerial implications are discussed.
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