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| Type | Conference Presentation |
| Scope | Discipline-based scholarship |
| Title | Leaders laughing never keep their power together? A top-down, behavioral approach to humor |
| Organization Unit | |
| Authors |
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| Presentation Type | paper |
| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published in final form |
| Language |
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| Event Title | The role of power and powerholders in organizations: Building bridges between psychology and management |
| Event Type | workshop |
| Event Location | Zurich, Switzerland |
| Event Start Date | July 18 - 2019 |
| Event End Date | July 19 - 2019 |
| Abstract Text | Humor and laughter are ubiquitous at work, predicting a wide range of outcomes such as improved impressions and better leader-follower relationships. Because leaders guide followers’ sensemaking processes, they also set the tone for expressions of and reactions to humor at work. But given its pervasiveness and positive effects, why would a leader react in a way to extinguish it? By integrating the literatures on humor, leadership, and power, we first conceptualize DARE–Deadpan or Aggressive Responses to Extinguish others’ humor–a collection of behaviors motivated to maintain power through increasing social distance and reducing others’ humor attempts. We further propose that subordinates’ humor triggers leaders’ DAREs in less stable hierarchies and among leaders with higher dominance motivation because these factors increase the odds that leaders view subordinates’ humor as power threats. We plan to test these propositions via a behavioral experiment. This research extends emerging work on the “dark side” of humor in organizations, integrating power theory to predict leaders’ negative reactions to their subordinates’ humor. |
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