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This research by Yajun Zhang, Changqin Yin, Muhammad Naseer Akhtar, and Yongqi Wang explores leader humor's impact on employee creativity, shedding light on leaders' role in fostering innovation.
Research Focus: This study addresses gaps in prior research through cross-level analysis, examining the mediating role of creative self-efficacy and the moderating influence of individual traditionality.
Objectives of the study:
The study aims to investigate the relationship between leader humor and employee creativity, with a focus on the mediating role of employee creative self-efficacy and the moderating effect of individual traditionality. The data was collected from employees and their immediate supervisors (leaders) in various enterprises in Hubei Province, China, including the automobile, IT, and medicine sectors.
Participants and Procedure
Participants were randomly selected employees and their immediate leaders from 109 teams. Data was collected at three different points in time, with a two-week interval between each data collection. A total of 400 employees participated in the survey. Participants provided anonymous responses, and the questionnaires were coded to ensure confidentiality. The survey data was used for academic purposes only. Each participant who completed the questionnaire received an incentive of 50 yuan.
Measures
1- Leader humor: Assessed using a 3-item scale developed by Cooper. 2- Creative self-efficacy: Measured with a 3-item scale developed by Tierney and Farmer.
3- Traditionality: Measured with a 5-item scale developed by Farh.
4- Employee creativity: Assessed using a 4-item scale adapted from Farmer. 5- Control variables: Positive emotions, gender, age, education level, and work tenure were included as control variables.
Analysis Strategy
The data was analyzed using hierarchical linear modeling (HLM), a statistical method suitable for analyzing multi-level data where employee and leader data are treated as different levels. Confirmatory factor analysis (CFA) was conducted to test model fitness and discriminant validity in AMOS v.22. Descriptive statistics and reliability analysis were performed using SPSS v.23. HLM v.7 was used to test hypotheses. Moderated mediation analyses were conducted in R using the parametric bootstrap method. The methodology included data collection from employees and leaders, the use of various scales to measure the relevant constructs, and the application of hierarchical linear modeling to analyze the data and test the research hypotheses.
Leader humor positively affects employee creativity: The study found that leader humor has a positive influence on employee creativity. When leaders use humor in their interactions with employees, it creates a conducive environment for creativity, encourages innovation, and motivates employees to take risks in generating and implementing creative ideas. Creative self-efficacy mediates the relationship between leader humor and employee creativity: The study revealed that creative self-efficacy, which is an individual's confidence in their ability to be creative, plays a crucial mediating role in the process of how leader humor fosters employee creativity. When leaders use humor, it enhances employees' confidence in their creative problem-solving abilities and stimulates their creativity. Individual traditionality moderates the link between leader humor and employee creativity: The study showed that individual traditionality, which reflects adherence to traditional cultural values, moderates the relationship between leader humor and employee creative self-efficacy.
Employees with high traditionality are less responsive to leader humor and are less likely to be influenced by it in terms of creative self-efficacy. Traditionality moderates the indirect effect of leader humor on employee creativity through creative self-efficacy: Additionally, the study found that traditionality also moderates the indirect effect of leader humor on employee creativity through creative self-efficacy.
Employees with low traditionality are more receptive to the influence of leader humor on their creative self-efficacy, which ultimately enhances their creativity. In summary, the study demonstrates that leader humor positively impacts employee creativity and that this relationship is mediated by creative self-efficacy. Furthermore, individual traditionality influences the extent to which leader humor affects employee creative self-efficacy and, consequently, creativity. These findings highlight the importance of considering both individual and contextual factors in understanding the relationship between leader humor and employee creativity.
The research concludes that leader humor substantially fosters employee creativity. It highlights the significance of creative self-efficacy as a mediator and traditionality as a moderator in this relationship. The study enriches our understanding of leader humor's role in promoting creativity and provides practical insights for managers aiming to cultivate innovation in their organizations. By leveraging leader humor, addressing individual differences, and nurturing creative self-efficacy, managers can create a positive and creative work environment that drives organizational success.
Significance of the Study: The research paper on "Humor at work that works" holds great significance in the field of organizational behavior and leadership. By exploring the impact of leader humor on employee creativity, the study sheds light on an often-overlooked aspect of leadership that can significantly influence employee motivation and innovation. Understanding how humor, when effectively used by leaders, fosters creativity within teams has important implications for workplace dynamics and overall organizational success.
Innovative and Groundbreaking Aspects: One of the most innovative aspects of this research lies in its application of the cultural self-representation theory to examine the relationship between leader humor and employee creativity. By incorporating creative self-efficacy and traditionality as key factors, the study goes beyond traditional perspectives on leader behavior and delves into the cultural context influence on creative outcomes.
This multi-level examination, considering both leaders and employees, adds depth to our understanding of the complex dynamics involved in promoting creativity in the workplace.
Relevance and Interest: The study's relevance lies in its practical implications for organizational leaders and managers. The findings highlight the significance of humor as a powerful leadership tool for building positive relationships with employees, relieving stress, and inducing positive emotions.
Recognizing the impact of leader humor and its role in nurturing creative self-efficacy can guide managers in creating a supportive culture that encourages employees to think outside the box and contribute their unique ideas. In conclusion, the research paper on "Humor at work that works" presents valuable insights into the interplay between leader humor and employee creativity.
Its innovative approach and practical implications make it a compelling study for professionals seeking to enhance creativity within their organizations. By highlighting the role of leader humor in promoting creativity, this research contributes significantly to the field of organizational behavior and inspires a fresh perspective on effective leadership practices.
Zhang, Y., Yin, C., Akhtar, M. N., & Wang, Y. (2022). Humor at work that works: A multi-level examination of when and why leader humor promotes employee creativity. Frontiers in psychology, 13, 903281. https://doi.org/10.3389/fpsyg.2022.903281
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9376232/#sec2title
SUHAID HUSSAIN
CONSULTANT PSYCHOLOGIST ‖ ORGANIZATIONAL DEVELOPMENT
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