Leader Humor Expression and Leader Effectiveness: A Power Paradox Perspective on Subordinates’ Perceived Leader Power

Abstract: Adopting a power paradox perspective and taking the perspectives of subordinates, this study investigated the critical role of perceived leader power in the relationship between leader humor expression and leader effectiveness. Using three-wave panel data collected from 288 U.S. employees via online surveys at one-month intervals, we examine both the direct and interactive effects of different humor styles. The findings of this study are as follows: (1) leader power was positively associated with leader effectiveness; (2) affiliative humor was positively associated with perceived leader power; (3) perceived leader power mediated the relationship between leaders’ expression of affiliative humor and leader effectiveness; and (4) leaders’ expression of self-enhancing humor and self-defeating humor both strengthened the positive relationship between affiliative humor and perceived leader power, thereby influencing leader effectiveness. However, no evidence was found that leaders’ expression of aggressive humor moderated the aforementioned mediating relationship.

Keywords: subordinate perceptions of leader power, power paradox, leader humor expression, leader effectiveness