Humor at work: examining frontline service employees

Purpose This study aims to explore an important but neglected leader-related antecedent (i.e. leader humor) of employee humor, while considering the mediating roles of humorous role identity, as well as the moderating role of employee traditionality. Design/methodology/approach This research adopted two studies. Study 1 was an experimental study involving 240 frontline service employees (FLEs) in the hospitality and tourism industry. Study 2 conducted a multi-wave field study with a sample of 297 FLEs from a restaurant chain in southern China. Findings The results indicated that leader humor positively affects FLEs’ humor by enhancing their humorous role identity. Furthermore, the FLEs’ traditionality amplified the direct impact of leader humor on humorous role identity and its indirect effect on FLEs’ humor. Practical implications This research provides guidance and insights into how leader-related factors (i.e. leader humor) can foster FLEs’ humor. It is crucial that companies in the hospitality and tourism industry develop appropriate humor training programs for leaders at all levels and offer opportunities for leaders to display humor to facilitate FLEs’ humor. Originality/value The benefits of employee humor on both customers and employees are well documented in the hospitality and tourism industry; however, small but promising research has begun to explore the antecedents of employee humor. Our study adopts a top-down perspective to examine the leader-related antecedents (i.e. leader humor) of employee humor.