Is leader humor a discursive resource for predicting innovative behavior? Examining the role of pro-social motivation and personal need for structure in hospitality industry

• Published in: Leadership & organization development journal 2024-05, Vol.45 (4), p.651-665
• Main Authors: Khattak, Sana Aroos, Irshad, Muhammad, Um-e-Rubbab
• Format: Article
• Language: English
• Subjects: Emotions; Employees; Hospitality industry; Innovations; Leadership; Work environment
• ISSN: 0143-7739; 1472-5347
• DOI: 10.1108/LODJ-03-2023-0157

PurposeThis 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).Design/methodology/approachA 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.FindingsResults 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.Practical implicationsFindings are vital for hotel managers to adopt a more flexible leadership style to promote the pro-social motivation and IWBs of hotel employees.Originality/valueThis 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.