Humor and the laughter advantage in workplace leadership

1a

Executive Summary

This essay addresses the roles of managers and leaders in organizations today by looking at how those roles are challenged by globalization, innovation and the need to create harmony in the workplace. One of the areas of exploration discussed is the use of humor in the workplace to help workers bond and increase confidence so as to develop intelligent followers. It also discusses the risks of the laughter advantage, particularly when it comes to crossing lines that might lead to loss of respect for the leader or a damaged reputation for the organization.

Table of Contents

Introduction 1

The Roles of Managers and Leaders 1

Areas to Explore 2

Conclusion 4

References 4

Introduction

Organizations today require that managers and leaders be authentic, accountable and capable of motivating employees in diverse environments as a result of globalization and the rise of virtual workplaces. Managers must be effective at providing and obtaining feedback (Steelman & Wolfeld, 2018). Leaders must be able to engage in critical thought and analysis, make decisions, and communicating a vision (Johnson & Hackman, 2018). However, one important researchable issue surrounding manager and leadership roles in organizations today is the extent to which laughter and humor should be incorporated into management and leadership strategies to help create more effective teams, better cultures, and harmony in the workplace: this concept is known as using the laughter advantage (Georganta & Montgomery, 2019). At a time when so many organizations struggle to establish a universal appeal that can facilitate bonding among employees, the laughter advantage has been suggested as a suitable approach for both managers and leaders to bring people together and establish group cohesiveness (Greatbach & Clark, 2003). The idea that humor can be used to overcome relationship, communication, and trust issues in an organization of today is, therefore, one deserving of more consideration and research in the field of management and leadership.

Areas to Explore

Organizations face a number of challenges today: globalization, the constant need for innovation, and creating a working structure and environment in changing times are just a few of them. Globalization brings with it issues of increased competition as well as a more diverse talent pool; innovation particularly in the way of technology presents issues of security, protecting IP, developing new ideas, and incorporating them into the structure of the workplace and in the way products and services are delivered; and maintaining a positive workplace culture is an issue that has to be addressed to ensure that the vision of the organization is achievable. In such a situation, a manager role and a leader role can overlap in terms of creating an environment of connectivity, authenticity, and appreciation, where respect, communication, and trust are fostered.

One of the ways in which this feat can be accomplished is through the use of laughter and humor in the workplace. Managers and leaders can use humor to create an environment in which people feel more comfortable with speaking their minds (Greatbach & Clark, 2003). As Hatzipapas, Visser and Van Rensburg (2017) have shown, laughter is a great way to promote psychological well-being even in times of great stress. Any manager and leader can affirm that organizations face stress at all times, from external or internal directions. Humor has the potential as a tool to help alleviate stress in the workplace and foster greater psychological health among workers. Healthy-minded workers may be more likely to avoid or resist groupthink, as there is less fear of speaking out. When there is less fear of speaking out, the chances of intelligent disobedience and the kind of followership promoted by Chaleff (2015) can significantly rise.

Thus, a major area to explore in the field of management roles and leadership roles to explore is how managers and leaders can use humor effectively in the workplace. Admittedly this is not as easy as it sounds, as comedy and humor themselves have come under greater scrutiny as a result of the rise of cancel culture and social media. Comedy is relative and humor is different for everyone—so what makes some laugh can cause offense to others. Thus, the manager and the leader must know how to use humor inoffensively and in a way that has universal appeal. If the wrong kind of joke is made, it can spell disaster for a manager or leader within the organization and even for the organization itself if the complaint of the offended person goes viral on social media. The reputation of the organization can be damaged.

Is it therefore worth the risk of trying to use laughter to bring people together in the workplace? This is a question worth exploring. One possible way to mitigate the risk of giving offense can be to make sure the manager or leader has a high level of social and emotional intelligence. Social and emotional intelligence can allow the manager or leader to understand the audience and gauge the extent to which a joke might work or to which humor might be beneficial in de-stressing an environment. The type of humor to be used should also fall under this purview. A leader has to be able to realize that off-color jokes are risky and should be avoided, but that in certain situations with certain types of workers a joke that is that edgy might be acceptable to build rapport. Again, this could be a risk not worth taking, however, because jokes can get around and if a leader’s reputation becomes tarnished in this manner it can undermine his potential as a leader and his efforts at management. Resentment should be avoided at all costs, even if it means steering clear of types of humor.

Not all humor has to be edgy or envelope-pushing. A simple humorous, self-deprecating demeanor on the part of a leader or manager may be enough to show workers that they should be at their ease. That is the whole point of leadership and management: it is to get people comfortable so that they can perform at a high level and do what is in the best interests of the organization. Understanding boundaries and how they should be implemented is thus an area that should be explored in research when it comes to how to implement humor in the workplace.

Another area of exploration that could be considered is how managers and leaders demonstrate authenticity. Authentic leadership and authentic personalities tend to be more open and honest in the workplace than autocratic leaders or other types of leaders. They are useful in organizations that are trying to recover from a previous scandal or problem wherein a lack of trust in organizational management and leadership has emerge. Authenticity has to be rooted in an ethical framework, however; an ethical approach to leadership shows others that character is what matters. When character is lauded, people observe the higher standards of behavior that they are expected to meet. They are more willing to follow a leader who conforms to standards of behavior that are befitting an organization.

If humor is used well, authentic leaders may be able to establish great rapport with followers and develop the type of intelligent followership recommended by Chaleff (2015). Rapport is crucial to the success of leadership, because it brings people together, facilitates communication, and fosters trust. A team that does not trust its members is one that is at risk of failure due to contention, hostility, suspicion and an inability to resolve conflict. Can humor be used to defuse conflicts? The research suggests that it absolutely can (Georganta, & Montgomery, 2019). But as all comedians know, there are lines that one must not cross because it risks losing the audience altogether: a leader and manager must know what those lines are and where they differ among audiences. In a globalized workplace, these lines are bound to differ from one group to the next.

Additionally, how this approach can be used in a virtual workplace is another issue. With more and more workers coming together in virtual teams, leaders and managers have to find ways to keep the culture vibrant so that performance is where it should be. Can humor and the laughter advantage be of any help in these types of situations? It is possible that they can be, but some exploration of how is worth looking into.

Conclusion

Today’s organizations are impacted by issues such as globalization, the need for innovation, and the rise of virtual workplaces. As leadership and management roles overlap, integrating the day-to-day management of processes with the overall need to inspire, motivate, communicate a vision, and enhance workplace performance, new methods and practices for bringing workers together are welcome. The laughter advantage has been identified by some researchers as being helpful in alleviating stress, enhance group communication, and engaging team workers. However, it is just one possibility for helping leaders and managers to fulfill their roles. Leaders and managers also have to be able to create a culture in which workers avoid groupthink and maintain an attitude of intelligent followership for the good of the organization. Ultimately, managers and leaders must see that the vision of the organization is achievable, and if humor can be used to help workers reach the vision, it is something to consider. Risks vs. rewards should always be carefully weighed, however, because if one wrong step is taken in this direction it could mean ruin for the leader and reputational harm for the organization. Common sense along with social and emotional intelligence should always be utilized by leaders and managers. Authentic leadership and a strong moral and ethical framework should also be used to guide leaders and managers in their roles.