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The Lighter Side of Leadership: Exploring the Role of Humor in Balancing Work and Family Demands in Tourism and Hospitality

Author

Listed:
  • Ibrahim A. Elshaer

    (Department of Management, College of Business Administration, King Faisal University, Al-Ahsaa 380, Saudi Arabia)

  • Alaa M. S. Azazz

    (Department of Social Studies, Arts College, King Faisal University, Al-Ahsaa 380, Saudi Arabia)

  • Abdulaziz Aljoghaiman

    (Department of Management, College of Business Administration, King Faisal University, Al-Ahsaa 380, Saudi Arabia)

  • Sameh Fayyad

    (Hotel Studies Department, Faculty of Tourism and Hotels, Suez Canal University, Ismailia 41522, Egypt
    Hotel Management Department, Faculty of Tourism and Hotels, October 6 University, Giza 12573, Egypt)

  • Tamer Ahmed Abdulaziz

    (Tourism Studies Department, High Institute for Tourism and Hotels (6 October), 6 October City 12563, Egypt)

  • Ahmed Emam

    (Hotel Studies Department, Faculty of Tourism and Hotels, Suez Canal University, Ismailia 41522, Egypt
    Faculty of Tourism and Hotel Service Technology, East Port Said University of Technology, North Sinai 45632, Egypt)

Abstract

Work–family conflict (WFC) is a common issue faced by employees balancing work and family roles, but research exploring individual strategies to reduce its negative effects has been limited. Leaders’ positive humor is a mutually (leader–subordinates) amusing communication tool in the workplace. It has been shown to enhance peer relationships (coworker socializing (CWS)) and may serve as an effective coping mechanism that mitigates the adverse effects of workplace stress (work–family conflict). This study strives to examine the relationship between leaders’ positive humor (LPH) and work–family conflict (WFC), with coworker socializing (CWS) mediating this relationship and sensitivity to favorable interpersonal treatment (SFIT) moderating the relationship between leaders’ positive humor and coworker socializing in the tourism and hospitality industry. The research addresses a significant gap in previous studies by investigating these variables together. A total of 387 valid questionnaires were collected from employees of five-star hotels and tourism organizations in Egypt. This study employed PLS-SEM to analyze the data. The results showed that leaders’ positive humor negatively impacts work–family conflict, positively influences coworker socializing and that coworker socializing negatively affects work–family conflict. Additionally, coworker socializing mediated the association between leaders’ positive humor and work–family conflict, and sensitivity to favorable interpersonal treatment moderated the relationship between leaders’ positive humor and coworker socializing. This study provides theoretical and practical insights by validating the proposed model based on the Stimulus–Organism–Response (S-O-R) framework and the Conservation of Resources (COR) theory. Regarding practical implications, the study recommends leadership training on the effective use of humor to foster follower socialization and promote work–family balance.

Suggested Citation

  • Ibrahim A. Elshaer & Alaa M. S. Azazz & Abdulaziz Aljoghaiman & Sameh Fayyad & Tamer Ahmed Abdulaziz & Ahmed Emam, 2025. "The Lighter Side of Leadership: Exploring the Role of Humor in Balancing Work and Family Demands in Tourism and Hospitality," Tourism and Hospitality, MDPI, vol. 6(2), pages 1-23, June.
    • Handle: RePEc:gam:jtourh:v:6:y:2025:i:2:p:115-:d:1679861
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    References listed on IDEAS

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    1. Ibrahim Abdelhamid Elshaer & Alaa Mohamed Shaker Azazz & Sameh Fayyad, 2024. "Work-related mobile internet usage during off-job time and quality of life: The role of work family conflict and off-job control," International Journal of Innovative Research and Scientific Studies, Innovative Research Publishing, vol. 7(3), pages 1268-1279.
    2. Campbell, Robert J. & Short, Cole E. & Graffin, Scott D., 2025. "Balancing the radical and the incremental: CEO affiliative humor and organizational ambidexterity," Research Policy, Elsevier, vol. 54(1).
    3. Craig Deegan & Michaela Rankin & Peter Voght, 2000. "Firms' Disclosure Reactions to Major Social Incidents: Australian Evidence," Accounting Forum, Taylor & Francis Journals, vol. 24(1), pages 101-130, March.
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