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The purpose of this paper is to investigate the relationship between humorous leadership and innovative behavior and the moderator effects of creative requirement and perceived innovation climate, beyond transformational leadership, and leader-member exchange (LMX).

Questionnaire data were collected from 150 employees of various organizations in Germany.

Employees whose leader used humor more frequently reported to be more innovative, when the employees perceived their tasks to require creativity and innovation. Perceived innovation climate did not moderate the relationship.

Different humor styles rather than just positive humor should be investigated in the future. Future research should incorporate multi-level designs and objective data on innovative behavior.

Humorous leadership is an important element of innovation-relevant leadership behavior. Its use may be integrated in broader leadership development approaches.

The study contributes to knowledge on humorous leadership and its relationship to organizational behavior. It enhances theoretical developments by considering the employees’ task and perceived innovation climate as moderator variables. It helps establish humor as a leadership tool beyond constructs such as LMX or transformational leadership.

The purpose of this paper is to explore the effect of affiliative-based humorous leadership on hotel employee outcomes (i.e. resistance to change and upward voice), underpinned by affective events theory. Further, this paper investigates psychological capital as a mediation effect and emotional intelligence as a moderation effect.

Using a structured questionnaire, 554 supervisors of 20 four- and five-star hotels in Sharm El-Sheikh responded based on a time-lagged approach. A Smart-partial least squares (Smart-PLS) v. 3.3.9 was used to analyze the data set.

The findings revealed that affiliative-based humorous leadership has a positive effect on psychological capital, and psychological capital has a positive association with employee upward voice. Psychological capital partially mediated the linkage of humorous leadership with employees' upward voices and resistance to change. According to the results, emotional intelligence strengthened the linkage of psychological capital with employee resistance to change and upward voice.

The findings contribute to the body of knowledge on humor and the development of new ideas in the hospitality literature. This paper adds to the hospitality literature on humorous leadership in developing countries, specifically in Egypt. This paper also provides practitioners with new perspectives as they develop strategies and use humor-related wise leadership styles in the workplace.

To the best of the authors’ knowledge, this paper is one of the first studies to assess affiliative-based humor in leadership in the hospitality industry. This paper contributes to future studies on the crucial effect of workplace engagement and its association with employees’ novel and intriguing actions and offers a good guideline for organizations and enterprises wishing to better leverage leader humor.

This study explores the role of leadership in organisational innovation by reviewing several publications that discuss the relationship between various leadership styles and innovation.

The study followed a descriptive research methodology by reviewing 64 journal articles on the relationship between various leadership styles and innovation. The articles were analysed descriptively and then reviewed based on the leadership style it discusses to derive meaningful findings on the relationship between leadership and innovation.

Various leadership styles had a positive impact on organisational innovation either directly or indirectly, by influencing the organisational climate, employees' and leaders' behaviours or other organisational variables such as learning and knowledge sharing. Some leadership styles had both direct and indirect impacts on organisational innovation.

This study collected journal articles published in almost all major electronic databases such as Emerald, ScienceDirect, Taylor & Francis and Scopus. However, the review is limited to journal articles in which the title, abstract or author-specified keywords contain the search terms “leadership” and “innovation,” and published between 2000 and 2019. Therefore, this review may miss some relevant research insights mentioned in the literature that discussed innovation or leadership separately not combined.

This study contributes to the existing body of research on leadership and innovation by extensively discussing the role of various leadership styles in determining organisational innovation. The analysis reveals that prior studies had many limitations and focused on specific leadership styles only. The study goes a step further by explaining how the leadership and innovation aspects are related, and classifying various leadership styles according to their impact on organisational innovation being direct, indirect or both.

The purpose of this paper is to describe and explain the relationships between empowering leadership and a humorous work climate; and service employees' creativity and innovative behaviour in frontline service jobs.

A model of causal relationships is presented, along with formulated hypotheses. The data were collected with a survey answered by frontline service employees in hotels.

The findings indicate a strong relationship between frontline cognitive creativity production of novel ideas and the behavioural implementation of these ideas into their respective work role. Moreover, the empirical findings indicate that both empowering leadership and a humorous work climate are able to trigger frontline service employees' creativity. In addition service employees' creativity appears to be a mediating variable in the relationship between empowering leadership, a humorous work climate, and the service employees' innovative behaviour.

This study limits its focus on two factors: the stimulation of service employees' creativity and innovative behaviour in frontline service jobs, both of which offer opportunities for further research.

This study has indicated that both leadership practice and work climate play important roles in explaining service employees' creativity and innovative behaviour. In particular, managers should be aware of their empowering practices, as well focusing on the degree of a humorous work climate. An important practical managerial implication from the findings is to take humour into account and consequently to develop and implement strategies followed by necessary actions to manage humour in an appropriate manner in service organizations.

The reported study contributes to enhancing the knowledge of the roles of empowering leadership and a humorous work climate for service employees' creativity and innovative behaviour in frontline service jobs.

This research aims to extend the research on humorous leadership and the hospitality industry by using the theoretical framework of affective events theory (AET). This research aims to close this gap by recognizing that leaders' humor may inspire pro-social motivation in tourism workers and can harness the ability of employees to offer innovative ideas. The effect of leaders' humor on employees’ pro-social motivation is moderated by the personal need for structure (PNS).

A multi-source time-lagged design was employed in this research. The researchers used survey instruments to collect data from frontline employees and their immediate supervisors working in Pakistan’s two- to five-star hotels. The current study considers 279 useable responses and tested them through Hayes process macros.

Results show that humorous leadership has a significant direct impact on the innovative work behavior (IWB) of hotel employees. Pro-social motivation significantly mediates the relationship between humorous leadership and IWB. Further, the PNS significantly buffers the relationship between humorous leadership and pro-social motivation.

Findings are vital for hotel managers to adopt a more flexible leadership style to promote the pro-social motivation and IWBs of hotel employees.

This is one of the first studies to use pro-social motivation to explain the relationship between humorous leadership and creative work behaviors. Employees' individual needs for structure have also been utilized as a novel boundary condition. The results are essential for hotel managers to adopt a more adaptable leadership style to encourage the staff’s pro-social motivation and creative work behaviors.

The current study examines the effects of leader humor on the creativity of employees by focusing on the mediating role of relational energy and the moderating role of traditionality.

This study used three-wave data from 302 employee–supervisor dyads and tested the hypotheses using hierarchical regression and bootstrapping.

The results indicated that leader humor was positively associated with employee creativity, relational energy mediated this influence. Besides, traditionality not only moderated the relationship between leader humor and relational energy but also attenuated the indirect relationship between leader humor and employee creativity through relational energy.

Leadership training programs can be used to assist leaders in improving their humorous skills. In addition, supervisors should implement humorous behaviors according to the different levels of traditionality of employees.

Integrating conservation of resource theory, this study provides solid evidence that the extent to which relational energy mediates the relationship between leader humor and employee creativity depends on traditionality. It provides a new direction for leader humor.

The purpose of this study is to understand the leadership humour style and the mechanism through which leadership humour style transforms into follower’s workplace positive and negative outcomes such as thriving at work and burnout. It uses comprehensive elaboration theory and relational process theory to explore self-disclosure and perceived similarity as two new constructs to assess their relation to intrapsychic (self-enhancing and self-defeating) and interpersonal (affiliative and aggressive) leader’s humour style, respectively.

An exploratory qualitative study through semi-structured interviews was conducted with 10 leaders to understand the different aspects of leadership humour and their outcomes. Based on these dimensions, a questionnaire was created and sent to 200 respondents, and 158 responses were received. The empirical analysis of data was done by building structural equation modeling using smart partial least square.

The empirical study has shown that self-enhancing leadership humour is related to self-disclosure, and both affiliative and aggressive leadership humour styles are related to perceived similarity. When looking at the two critical outcomes of leadership humour, both perceived similarity and self-disclosure were related to social intimacy and thriving at work. The mediation effect showed that self-enhancing humour leads to self-disclosure which increases social intimacy leading to improving thriving at work and aggressive humour leads to norm violation which further leads to burnout.

The study has used the mixed methodology to understand leadership humour and its outcomes by conducting in-depth interviews with leaders and also provides empirical evidence related to leadership humour style by using the survey to collect data from the followers capturing their perceptions. And very critically, it has explored self-disclosure and perceived similarity as two new constructs to see their relation to leadership humour style and positive and negative outcomes at the workplace.

As an essential personality charm of leaders, humor can bring a series of positive outcomes to both users and receivers. However, there is also evidence that the impact of leaders’ humor (LH) is constrained by individuals, teams and organizational factors. The aim of this research is to investigate the relationship between LH and subordinates’ service creativity. Based on social learning theory and previous literature on LH, this paper identifies role modeling as the mediator and suggests that subordinates’ sensitivity to favorable interpersonal treatment (SFIT) moderates these relationships.

In order to test the proposed moderated mediation model, this study employed hierarchical multiple regression and path analyses with valid data of 348 samples.

Results revealed that LH positively affects role modeling and service creativity of subordinates, while subordinates' SFIT positively moderates the relationship between LH and subordinates' service creativity via role modeling.

In compliance with these findings, this research suggests that enterprises should pay attention to the role of humor from middle managers and strengthen managers' role modeling through multiple measures to establish a relaxed and harmonious atmosphere in the workplace.

Built on the conceptual framework, this study contributes to the literature on LH and employees’ service creativity by treating role modeling as the mechanism and SFIT as the moderator. This research is one of the first few empirical studies to investigate the relationship between LH and service creativity of service personnel in the service industry.

Drawing from self-determination theory, this study aims to examine the effect of leader humor on frontline hospitality employees’ service performance and proactive customer service performance (PCSP) via harmonious passion (HP) for work with employee neuroticism as the moderating mechanism.

This study controlled for the nested effect and tested all the hypotheses with Mplus 7.0 using a time-lagged three-wave survey of 232 Chinese supervisor–subordinate dyads.

The results indicated that leader humor promotes frontline hospitality employees’ service performance and PCSP by enhancing their HP. Furthermore, neuroticism was shown to strengthen the direct impact of leader humor on employee HP and its indirect impact on employee service performance and employee PCSP through HP.

First, this research contributes to the leader humor literature through exploring its impact on the service performance and PCSP of frontline hospitality employees. Second, this research develops a new framework to explain the leader humor-employee service outcomes relationship using self-determination theory. Finally, the focus on the moderating role of neuroticism helps to explain the “when” question of leader humor.