When Humor Works: Impact of Humour Style Similarity on Supervisor-Subordinate Relationship

With rising levels of work-related stress and its dramatic consequences, organizations are increasingly investing in finding solutions to promote employee well-being. As an effective approach to stress management, humour has begun to attract the attention of practitioners and researchers. This study proposes to look at humour as a further managerial tool to improve workplace relationships and associated positive outcomes. It examines how the humour style of supervisors and subordinates affects the leader-follower relationship. Specifically, the effects of humour style (dis)similarity on leader-employee exchanges are examined. Data were collected in 2022 from 128 supervisor-subordinate dyads (N = 53 supervisors; N = 128 subordinates) in an international organization headquartered in Switzerland. Our polynomial regression analysis reveals that leader-member exchange (LMX) is positively influenced by congruence in affiliative, self-enhancing and self-defeating humour. These findings contribute to the discussion on the impact of humour style similarity on workplace relationships and the importance of considering dyadic interactions. Implications for Central European audience: The results suggest that leaders should take humour seriously and consider including it in their managerial toolkit to improve workplace relationships. It is important to differentiate between humour styles and their effects and apply them with respect to the situation and desired outcomes. Joking together improves LMX, which is why leaders should consider supporting their employees in humorous behaviour to strengthen bonds. Since leaders' behaviour is perceived as a reference and considering the numerous positive effects of humour in organizations, leaders may practice humour at work more often to lead by example and integrate it into the group culture.