Relationships among Gender, Type of Humor, and Perceived Leader Effectiveness

By Wayne H. Decker, Denise M. Rotondo. 2001

184 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e0793177e661e0857fabf34f938c93d45ed315c9

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Citations in the corpus

The impact of leader's humor on employees' psychological empowerment: the moderating role of tenure (2011, background): “Within the organizational context, humor is considered to be a fundamental ingredient of good and healthy employment relationships, particularly regarding that of leader-employee (Avolio et al., 1999; Cooper, 2004; Decker and Rotondo, 2001; Priest and Swain, 2002).”
The use of humor in the workplace (2006, background): “Researchers have also discovered that humor is constructive in creating and maintaining organizational culture (Clouse & Spurgeon 1995), promoting leadership effectiveness (Decker & Rotondo 2001), and in generating camaraderie (Vaill 1989).”
Effects of attitudes vs experience of workplace fun on employee behaviors: Focused on Generation Y in the hospitality industry (2013, background): “Such belief of the managers appears to be valid in that workplace humor boosts both horizontal and vertical relationship building (e.g. Cooper, 2008; Decker and Rotondo, 2001), group cohesion (e.”
A meta‐analysis of positive humor in the workplace (2012, background): “The use of humor by leaders is associated with increases in individual and unit performance (Avolio et al. , 1999) and has important implications for subordinate satisfaction with supervisors (Decker and Rotondo, 1999, 2001; Bass, 1990; Cooper, 2002; Crawford, 1994; Goleman, 1994; Vinton, 1989).”
Elucidating the bonds of workplace humor: A relational process model (2008, background): “Duncan (1985) found a similar ‘teasing’ effect in his survey of a number of business and health care industry workers in which less motivated employees were more likely to be the focus of jokes.”
The Impact of Leader Humor on Subordinate Job Satisfaction (2016, background): “For example, Decker and Rotondo (2001) found that although positive humor was correlated with positive leader behaviors and outcomes, negative humor was uncorrelated with positive leader behavior and outcomes.”
Supervisor Humor and Employee Outcomes: The Role of Social Distance and Affective Trust in Supervisor (2015, unknown): “…Business School, 699 Hongfeng Road, Pudong, Shanghai 201206, People’s Republic of China 2 Seowon University, Cheongju, Republic of Korea 3 The Chinese University of Hong Kong, Shatin, Hong Kong et al. 2011), supervisor satisfaction (Decker and Rotondo 2001), and group cohesion (Cann et al. 2009).”
Humor and group effectiveness (2008, background): “…forms of humor in particular have been shown to increase persuasiveness (Lyttle, 2001), due in part to the healthy work climate and positive affect that are created by the successful use of humor (Decker & Rotondo, 2001), and the reduction of feelings of punishment and blame (Kahn, 1989).”