Exploring the influence of leader humor on employee creativity in a social information processing perspective

Purpose This paper aims to understanding how leader humor, as a workplace information resource, influences employee creativity through information exchange based on social information processing theory and further examine the contingent roles of employee extraversion and leader interpersonal influence. Design/methodology/approach The theoretical model was tested across a field study using time-lagged, multisource data collected from 336 employees and 90 direct leaders. Findings Results of multilevel path analysis indicated that after controlling for subordinates' perceptions of leader dispositional affect (leader positive and negative affect) and the other related leadership style (leader teachability), the indirect effect of leader humor on subordinate creativity through information exchange was stronger toward more extraverted subordinates and among leaders high on leader interpersonal influence. Practical implications This research offers practical implications about how to maximize subordinate creativity by considering subordinates' and leaders' characteristics synergistically. Originality/value These findings advance leader humor literature by providing new insights into its theoretical underpinnings from social information processing theory and offer understandings on the boundary conditions of leader humor.