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The purpose of the research is to examine the impact of leader humor on employee job crafting. Using the insights from self-determination theory (SDT), we investigate the underlying mechanism of employees’ flow at work and the moderating role of employees’ playfulness trait.

We adopted a three-wave field survey of 306 employees recruited from various industries. The moderated mediation model was examined using latent structural equation model analysis.

Results revealed that leader humor positively affected employees’ flow at work and subsequent job crafting. Moreover, both the direct effect of leader humor on employees’ flow at work and the indirect effect of leader humor on employees’ job crafting via flow at work were amplified by employees’ playfulness trait.

Leaders are encouraged to use jokes and humorous language to facilitate job crafting among playful subordinates. Organizations can create a work environment conducive to flow at work through job redesign, regardless of employees’ levels of playfulness trait.

The paper uncovers the critical role of flow in the relationship between leader humor and employee job crafting and identifies employees’ playfulness trait as a boundary condition in which leader humor works.

This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion process, which provides theoretical reference for the applications of different leader humor style, thereby enhancing employee knowledge sharing.

This study collected three waves of data and surveyed 379 employees in China. Regression analysis, bootstrapping and latent moderation structural equation were adopted to test the hypotheses.

Leader affiliative humor has a positive impact on employee knowledge sharing, whereas leader aggressive humor has a negative impact on employee knowledge sharing. Positive emotion plays a mediating role between leader affiliative humor and employee knowledge sharing, and negative emotion plays a mediating role between leader aggressive humor and employee knowledge sharing. Moreover, supervisor–subordinate Guanxi moderates the relationship between leader affiliative humor and positive emotion, and between leader aggressive humor and negative emotion, respectively.

This study not only adds to the knowledge sharing literature calling for the exploration of antecedents and mechanism of employee knowledge sharing, but also contributes to our comprehensive understanding of the suppressing and enabling effects of leader humor style on employee knowledge sharing. Besides, this study also unpacks the dual-path mechanism and boundary condition between leader humor style and employee knowledge sharing and augments the theoretical explanations of emotional contagion theory between leader humor style and employee knowledge sharing.

This 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).

A 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.

Results 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.

Findings are vital for hotel managers to adopt a more flexible leadership style to promote the pro-social motivation and IWBs of hotel employees.

This 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.

Drawing on conservation of resources theory, this study aims to develop a resource-based model depicting a decreased level of psychological resourcefulness – relational energy, as a novel explanatory mechanism that accounts for the harm of abusive supervision, and we further investigate the role of leader humor as a boundary condition.

We applied multilevel path analysis to test our hypotheses with three-time-point survey data collected from 226 supervisor-employee dyads in a telecommunication company in China across six months.

Our results show that abusive supervision is negatively related to employee relational energy, leading to a subsequent decline in employee job performance. The predictions of the depleting effects get alleviated by leader humor.

This study foregrounds the importance of employee relationship management in the workplace and reveals that some abusive supervisors may manage to sustain employee performance and relational energy by using humor in their interactions, which necessitates immediate intervention.

These findings offer novel insights into the deleterious impact of abusive supervision by demonstrating the critical role of relational energy in dyadic interactions. We also reveal the potential dark side of leader humor in the context of abuse in the workplace.

This paper aims to elucidate how humorous prompts affect tourists’ heritage responsible behaviors (THRBs).

Three scenario-based experiments were conducted through Credamo (an online survey platform). Studies 1 and 2 used a single-factor (language style: humorous vs serious) between-subject design to test the direct and indirect effects of humorous prompts. Study 3 used a 2 (environmental quality: high vs low) × 2 (language style: humorous vs serious) between-subject design to further reveal the boundary condition (environmental quality) of the humor effect.

The results revealed that humorous (vs serious) prompts better persuade tourists to engage in heritage responsible behaviors (HRBs). Content liking mediates the relationship between humorous prompts and THRBs. Moreover, environmental quality significantly moderates the effect of humorous prompts on THRBs, whereby the persuasive effect of humorous prompts is greater in high environmental quality conditions than in low environmental quality conditions.

Destination management organizations can use humor to reduce tourists’ reactance against prompts for behavioral persuasion. Moreover, it is also important to adapt humorous prompts to changes in environmental quality in a timely manner.

Based on psychological reactance theory, the research confirmed the dominant effect of humorous prompts by using content liking as a mediating variable, providing a new research perspective for research on the regulation of THRBs. Moreover, the authors clarified a boundary condition for the persuasiveness of humorous prompts, which helps reinforce the comprehension of humor persuasion.

本研究旨在厘清幽默提示语如何影响游客遗产责任行为的差异效应与过程机制。

本研究利用见数平台开展了三个情景实验。实验1与实验2采用单因素（语言风格：幽默 vs. 严肃）组间实验设计, 验证了幽默提示语对遗产责任行为的直接与间接效应。实验3采用2（语言风格：幽默 vs. 严肃）×2（环境质量：高 vs. 低）组间实验设计进一步揭示环境质量对幽默提示语效果的调节效应。

相较于严肃提示语, 幽默提示语可更好地说服游客产生遗产责任行为。内容喜爱在幽默提示语与遗产责任行为过程中发挥完全中介作用。此外, 环境质量调节了幽默提示语对遗产责任行为的影响, 即幽默提示语（较严肃提示语）仅在环境质量较高的遗产地中具备优势。

遗产地管理组织可使用幽默来降低游客对提示语的心理逆反程度, 从而达到行为说服的目的。与此同时, 管理者也要根据目的地环境质量及时调整幽默提示语的使用策略。

基于心理逆反理论, 本研究以内容喜爱为中介变量, 证实了幽默提示语的优势说服作用, 为游客遗产责任行为管理的相关研究提供了一个新的理论视角。同时, 本研究厘清了幽默提示语在遗产旅游地中的应用边界, 并强化了对幽默说服的理解。

Esta investigación pretende aclarar cómo afecta el humor al efecto persuasivo de la señalización sobre el comportamiento responsable de los turistas respecto al patrimonio.

Se realizaron tres experimentos basados en escenarios a través de Credamo (una plataforma de encuestas en línea). En los estudios 1 y 2 se utilizó un diseño entre sujetos de un solo factor (estilo de lenguaje: humorístico frente a serio) para comprobar los efectos directos e indirectos de los señalización humorísticos. El estudio 3 utilizó un diseño entre sujetos de 2 (calidad del entorno: alta frente a baja) × 2 (estilo lingüístico: humorístico frente a serio) para revelar con más detalle la condición límite (calidad del entorno) del efecto del humor.

Los resultados revelaron que las señalización humorísticas (frente a las serias) persuaden mejor a los turistas a participar en las HRB. El gusto por el contenido influye en la relación entre los señalización humorísticos y las HRB. Además, la calidad del entorno modera de forma significativa el efecto de los señalización humorísticos sobre los THRB, de modo que el efecto persuasivo de los señalización humorísticos es mayor en condiciones de alta calidad del entorno que en condiciones de baja calidad del entorno.

Las organizaciones de gestión de destinos pueden utilizar el humor para reducir la reacción de los turistas ante las señalización a la persuasión conductual. Además, también es importante adaptar oportunamente las señalización humorísticas a los cambios en la calidad del entorno.

Basándonos en la teoría de la reactancia psicológica, nuestra investigación confirmó el efecto dominante de las señalización humorísticas empleando el gusto por el contenido como variable mediadora, proporcionando una nueva perspectiva para la investigación sobre la regulación de las THRB. Además, aclaramos una condición límite para la persuasión de los señalización humorísticos, lo que ayuda a reforzar la comprensión de la persuasión humorística.