Abstract
This paper aims to examine how humorous leadership enhances employee workplace creativity from a novel angle of employee psychological capital (EPC). This study also explores the moderating roles of supervisor-subordinate dyadic tenure and work autonomy in the proposed model. Data from a sample of 355 supervisor-subordinate dyads working in an information technology enterprise in the People’s Republic of China was used to test the assumed moderated mediation model. The results indicate the positive relationship between humorous leadership and employee workplace creativity, which is partially mediated by EPC. Moreover, work autonomy significantly moderates the relationship between EPC and employee creativity. Humorous leadership has a significant effect on the extra role behavior of subordinates, leading to workplace creativity. The deliberate establishment of a humorous image by leaders may encourage subordinates to achieve creative goals. Combined with traditional management practices that emphasize the supportive behaviors of leaders, leaders can use humor to provide an open and friendly atmosphere for employees, thereby encouraging creativity in the workplace. Organizations should also place greater emphasis on employee work autonomy, giving employees enough flexibility on when and how they deal with their work; this could enhance the positive impact of other factors on employee workplace creativity. These findings carry implications for research on humorous leadership, EPC, and creativity.
Highlights
A large body of literature has highlighted the significant role employee creativity plays in enhancing organizational innovation, effectiveness, survival, and competitiveness (Gong et al, 2009; Ghosh, 2015; Iqbal et al, 2015; Zubair and Kamal, 2015)
To fill the gaps mentioned above, the current study aims to explore the relationships among humorous leadership, employee psychological capital (EPC), and employee creativity
Humorous leadership appears to be a popular kind of leadership, is it always helpful? We argue that humor is not a panacea
Summary
A large body of literature has highlighted the significant role employee creativity plays in enhancing organizational innovation, effectiveness, survival, and competitiveness (Gong et al, 2009; Ghosh, 2015; Iqbal et al, 2015; Zubair and Kamal, 2015). Many scholars have explored how to drive employee creativity better. According to these studies, leadership styles can motivate employees (Iqbal et al, 2015; Goswami et al, 2016; Musinguzi et al, 2018) and enhance employee psychological capital (EPC), that is, the positive psychological state of their employees (i.e., hope, resilience, optimism, and efficacy) (Luthans et al, 2007), seems to be critically. The mediating role of EPC in the relationship between leadership style and employee creativity has been widely discussed. Gupta and Singh (2014) and Gong et al (2009) highlighted the mediating impact of EPC on the relationship between transformational leadership and employee creativity. Missing from the literature is an examination of “humorous leadership” and how it relates to EPC
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
