The “double-edged sword” effect of leader humor on employee's workplace cyberloafing

Purpose Drawing upon social information processing (SIP) theory, this study examines the “double-edged sword” effect of leader humor on workplace cyberloafing. Design/methodology/approach Two complementary studies were conducted. Study 1 used a two-wave field survey to test the full model, while Study 2 employed an experimental design to replicate key findings, focusing on the interactive effects of leader humor and employees' sense of humor on perceived cyberloafing tolerance and workplace loneliness. A post hoc analysis further examined competing hypotheses and discrepancies between the studies. Findings Leader humor may increase workplace cyberloafing by enhancing perceived cyberloafing tolerance; conversely, leader humor may reduce workplace cyberloafing by alleviating workplace loneliness; employees' sense of humor can weaken the positive relationship between leader humor and perceived cyberloafing tolerance; employees' sense of humor can also weaken the negative relationship between leader humor and workplace loneliness. Originality/value This pioneering study reveals that leader humor can both increase and decrease workplace cyberloafing by shaping perceived cyberloafing tolerance and workplace loneliness. It also shows that employees with a stronger sense of humor are less likely to interpret leader humor as leniency or rely on it for social connection, weakening both effects. By combining field and experimental methods, the study offers rigorous evidence and meaningful theoretical and practical implications.