Elucidating the bonds of workplace humor: A relational process model

By Cecily D. Cooper. 2008

331 citations recorded by the source corpus.

Subfields: Literature and Literary Theory, Social Psychology

View Paper: https://www.semanticscholar.org/paper/a41a245007d596e3d25916ba3e8557eb1f30e57d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Literature and Literary Theory

1. D. Glew
2. N. Wong
3. Deog-Ro Lee
4. J. Iun
5. Jessica Mesmer-Magnus
6. T. Dunne
7. C. Viswesvaran
8. C. Robert

In Social Psychology

1. Tae-Yeol Kim
2. Deog-Ro Lee
3. N. Wong
4. J. Iun
5. T. Dunne
6. C. Robert
7. D. Glew
8. Jessica Mesmer-Magnus

Citations in the corpus

• A meta‐analysis of positive humor in the workplace (2012, background): “Indeed, organizations that have incorporated measures of humor within their selection systems have reported impressive results (e.g. Cooper, 2008; Romero and Pescosolido, 2008).”
• The impact of leader's humor on employees' psychological empowerment: the moderating role of tenure (2011, background): “This study focuses on interpersonal mechanisms of humor, since these seem to affect to a greater extent the relationships between leaders and employees, compared to cognitive and affective mechanisms (Cooper, 2008; Lynch, 2002).”
• Supervisor Humor and Employee Outcomes: The Role of Social Distance and Affective Trust in Supervisor (2015, positive): “The benign humor of supervisors toward subordinates is a form of self-disclosure that can help supervisors develop a close relationship with their subordinates (Cooper 2008).”
• The Impact of Leader Humor on Subordinate Job Satisfaction (2016, background): “Although we draw on humor theory to support our contention that humor use precedes leader–subordinate relationship quality (e.g., Cooper, 2008; Wyer & Collins, 1992), we cannot rule out alternative causal orderings, or more complex causal relationships.”
• The Wheel Model of humor: Humor events and affect in organizations (2012, background): “We argue that humor use by leaders and subordinates can lead to positive relational processes (Cooper, 2008) driven by positive affect that reinforce the interpersonal bonds that form the bedrock of effective interaction.”