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首页> 外文期刊>Frontiers in Psychology >Leader Humor and Employee Job Crafting: The Role of Employee-Perceived Organizational Support and Work Engagement
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Leader Humor and Employee Job Crafting: The Role of Employee-Perceived Organizational Support and Work Engagement

机译：领导者幽默和员工工作制作：员工感知组织支持和工作参与的作用

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Research on the outcomes of leader humor has mainly focused on attitudinal or in-role behaviors, while proactive change-oriented behaviors have been neglected. Addressing these issues is important for scholars and practitioners to better understand how leader humor enables subordinates to behave proactively. By integrating the resource accumulation perspective and the motivational process of the Job Demands–Resources (JD-R) model, we frame leader humor as a socioemotional resource that can help employees to create other forms of resources, such as job resources (i.e., perceived organizational support). In turn, these job resources relate to employees’ motivations (i.e., work engagement) and behaviors (i.e., job crafting). We predict that leader humor is positively related to seeking resources and challenges and negatively associated with reducing demands through the serial mediating effects of followers’ perceived organizational support and work engagement. We test these hypotheses using an experimental design with a field sample in Study 1. Furthermore, we strengthen our hypotheses by replicating our results through a multiwave field study in Study 2. We consistently find: (1) a positive association between leader humor and followers’ perceived organizational support, (2) a positive link between followers’ perceived organizational support and work engagement, and (3) serial mediating effects of followers’ perceived organizational support and work engagement on the leader humor–job crafting link. The implications of the findings and future directions for research investigating leader humor and job crafting are discussed.
机译：领导者幽默的结果主要集中在态度或角色行为上，而主动变化的行为被忽视。解决这些问题对于学者和从业者来说是重要的，以更好地了解领导者幽默如何使下属能够积极地表现。通过集成资源累积透视和作业需求 - 资源（JD-R）模型的动机过程，我们将领导者幽默作为一个社会间谍资源，可以帮助员工创建其他形式的资源（例如作业资源）（即，感知组织支持）。反过来，这些工作资源涉及员工的动机（即工作参与）和行为（即，工作制作）。我们预测，领导者幽默与寻求资源和挑战以及通过追随者感知组织支持和工作参与的串行调解效果降低需求的持续相关。我们使用研究中的实验设计测试这些假设。此外，我们通过在研究中通过多波实地研究复制我们的结果来加强我们的假设2.我们一直发现：（1）领导者幽默和追随者之间的积极协会“感知组织支持，（2）追随者认为组织支持和工作参与之间的积极联系，（3）追随者感知组织支持和领导者幽默作业制作链接的序列调解效果。讨论了调查结果和未来指导对研究调查领导者幽默和工作制作的影响。

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