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

Abstract

The use of humor in organizational relations is unfolding as an important, though under-researched, managerial topic. Although it has been suggested for some time that humor may be a valuable managerial tool, empirical investigation into the nature of humor use among managers has yielded sparse data (Duncan et al., 1990). Clearly, effective managers possess leadership ability in order to affect change in followers, and one promising area of focus is the relationship between humor and leadership. Though humor is often discussed as an important characteristic associated with leadership (Bass, 1990; Shamir, 1995), investigations of an empirical nature examining humor and leadership are limited (see Avolio et al., (1999) for an exception). Humor is a tool to study the social forces in an organization because the contents and form of humor reflect social relations, power distributions and changes in both. Dwyer (1991) noted that the appropriateness and effects of humor depend on the status of its initiator, target, and audience. We claim, though, one cannot fully understand the nature of these informal social connections without explicitly considering the effect that humor may have on leadership behavior and leader effectiveness and the potential for gender differences in the relationships. Relatively speaking, gender differences are among the more heavily researched topics in both humor research and in leadership/managerial research. Substantive differences between males and females have been identified in humor research (e.g., Duncan, et al., 1990; Hassett and Houlihan, 1979). However, gender differences in leadership and management are more elusive, causing many to argue they are very limited (if they exist at all) in actual organizational settings (Powell, 1988). The failure to identify extreme gender differences in leadership and management has led some to argue that the differences, though real, are extremely complex and more subtle than blatant discrimination (see Alvesson and Billing (1992) for a discussion). In this study, we seek to examine the role of manager gender in the relationship between humor use and key leadership behaviors. We see humor as something underlying formal communication that has the potential to enhance leadership ability by shaping the work environment. The single study (Avolio et al., 1999) examining humor and leadership used a sample of nearly all men (97% male). Given the strong evidence that men and women differ on use and appreciation of humor, examining gender differences in this context is a logical step forward. The relevant literature on humor, leadership and gender differences is discussed next, which serves as the basis for a model used to guide this study. Our research methods, results, and conclusions follow with emphasis on practical managerial implications. LITERATURE REVIEW The general study of humor is extensive and crosses many academic disciplines; however, our knowledge of humor and management is relatively incomplete (Duncan et al., 1990). A complete review of humor literature is well beyond the scope of this article. The literature, however, strongly supports the notion that humor serves myriad purposes and functions that are relevant to organizations and management (Duncan, 1982). Humor in Organizations The effect of humor on physiological, cognitive, and affective responses and on the communication process suggests humor may shape the climate and informal social relations at work (Hatch and Ehrlich, 1993; Heath, 1997). Several review articles have discussed the general value of humor usage among coworkers (Collinson, 1988; Lippitt, 1982; Malone, 1980; Sykes, 1966). Humor has also been cited as a possible source of psychic rewards as well as a way to relieve frustration, alleviate boredom, and facilitate information transfer at work (Duncan, 1982). The significance of humor as a characteristic of the work environment appears to center on the positive role humor plays in affecting the mood at work and the communication channels between group members. …

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