FAKING IT WITH THE BOSS'S JOKES? LEADER HUMOR QUANTITY, FOLLOWER SURFACE ACTING, AND POWER DISTANCE

• 成果类型: Article
• 署名作者: Hu, Xiaoran; Parke, Michael R.; Peterson, Randall S.; Simon, Grace M.
• 署名单位: University of London; London School Economics & Political Science; University of Pennsylvania; University of London; London Business School
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2022.0195
• 发表日期: 2024
• 页码: 1175-1206
• 关键词: EMOTIONAL LABOR; job-satisfaction; MEMBER EXCHANGE; MEDIATING ROLE; transformational leadership; INDIVIDUALISM-COLLECTIVISM; ABUSIVE SUPERVISION; MANAGERIAL HUMOR; AGGRESSIVE HUMOR; work

摘要

Most scholarly work concludes that leader humor positively affects emotional outcomes for followers. However, two interrelated issues with past research make this view incomplete: (a) studies often conflate the act of expressing humor with the humor's effectiveness, and (b) existing research overlooks follower emotion regulation. In addressing these issues, we generate and test new theory that challenges the theoretical consensus, highlighting why and when leader humor expression has emotional costs for followers. Specifically, we theorize that leader humor quantity, irrespective of its quality, puts pressure on followers to engage in surface acting to fake or exaggerate positive emotions. We further propose that these surface acting responses are more likely to occur when followers hold high power distance values, such that followers more willingly comply with expectations to display positive emotions in response to leader humor expression. This increase in surface acting then leads to more emotional exhaustion and less job satisfaction for followers. Results from three studies-incorporating a field experiment, a laboratory experiment, and a multi-wave field study-provide support for these hypotheses. We close with a discussion of how our findings provide a unique counterpoint regarding the effects of leader humor on follower emotional outcomes.