Understanding the Role of Psychological Capital in Humorous Leadership-Employee Creativity Relations
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 3...
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| Published in | Frontiers in psychology Vol. 10; p. 1636 |
|---|---|
| Main Authors | , , , |
| Format | Journal Article |
| Language | English |
| Published |
Switzerland
Frontiers Media S.A
17.07.2019
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| 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. |
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| AbstractList | 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. 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.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. |
| Author | Li, Zhengwei Chin, Tachia Dai, Lihua Rafiq, Muhammad |
| AuthorAffiliation | 2 School of Economics and Management, Hangzhou Normal University , Hangzhou , China 1 School of Management, Zhejiang University of Technology , Hangzhou , China |
| AuthorAffiliation_xml | – name: 2 School of Economics and Management, Hangzhou Normal University , Hangzhou , China – name: 1 School of Management, Zhejiang University of Technology , Hangzhou , China |
| Author_xml | – sequence: 1 givenname: Zhengwei surname: Li fullname: Li, Zhengwei – sequence: 2 givenname: Lihua surname: Dai fullname: Dai, Lihua – sequence: 3 givenname: Tachia surname: Chin fullname: Chin, Tachia – sequence: 4 givenname: Muhammad surname: Rafiq fullname: Rafiq, Muhammad |
| BackLink | https://www.ncbi.nlm.nih.gov/pubmed/31379671$$D View this record in MEDLINE/PubMed |
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| Copyright | Copyright © 2019 Li, Dai, Chin and Rafiq. 2019 Li, Dai, Chin and Rafiq |
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| Keywords | employee creativity work autonomy humorous leader psychological capital supervisor-subordinate dyadic tenure |
| Language | English |
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| Notes | ObjectType-Article-1 SourceType-Scholarly Journals-1 ObjectType-Feature-2 content type line 23 Edited by: Fu-Sheng Tsai, Cheng Shiu University, Taiwan This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Reviewed by: Cheng Hung Tsai, Cheng Shiu University, Taiwan; Shih-Chih Chen, National Kaohsiung First University of Science and Technology, Taiwan; Hao Jiao, Beijing Normal University, China |
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| SubjectTerms | employee creativity humorous leader psychological capital Psychology supervisor-subordinate dyadic tenure work autonomy |
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| Title | Understanding the Role of Psychological Capital in Humorous Leadership-Employee Creativity Relations |
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