The Role of Humor in the Relationship Between Transactional Leadership Behavior, Perceived Supervisor Support, and Citizenship Behavior
Abstract
This study, building on uncertainty management theory, examines the role of humor use by the supervisor and team members in the relationship between leader behaviors, perceived supervisor support, and citizenship behavior. Data were collected from a sample of 284 employees working in nine small organizations. The results show that weak contingent reward leaders are viewed as more supportive when they use constructive and self-defeating humor styles extensively as opposed to aggressive humor, whereas skillful contingent reward leaders are perceived as less supportive when they use constructive and self-defeating humor extensively, and more supportive when they favor an aggressive humor style. Laissez-faire leaders are viewed as less supportive when they use aggressive humor extensively. The results provide only partial support for the buffer effect of constructive humor and the undermining influence of aggressive humor style. Finally, whereas offensive coworker humor is negatively related to organizational citizenship behavior, the results do not provide significant evidence that coworker humor moderates the influence of perceived supervisor support on organizational citizenship behavior. We conclude by discussing the theoretical contributions and practical implications of our findings.
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Biographies
Michel Tremblay is a Full Professor of Human Ressource Management and Holder of Omer DeSerres Retailing Chair at HEC Montréal. He received his DSc in Management from Institut d’Administration des Entreprises d’Aix-Marseille, France. His research interests include Human Resource Stategies, Leadership, Social Exchange Mechanisms and Mobilization Behavior.
Megan Gibson is Human Resources Manager at Cardinal Health Canada. She received her Master (MSc) in Human Resource Management from HEC Montréal.
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Article first published online: October 29, 2015
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