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題名：多層次模式下之幽默領導研究
作者：王雅萍
作者(外文)：Wang, Ya-Ping
校院名稱：中華大學
系所名稱：科技管理博士學位學程
指導教授：賀力行
學位類別：博士
出版日期：2013
主題關鍵詞：產生聯繫型幽默；自我提升型幽默；攻擊型幽默；自我貶抑型幽默；領導者與成員之間的交換關係品質；工作績效；多層次調節式中介效果；Affiliative Humor；Self-Enhancing Humor；Aggressive Humor；Self-Defeating Humor；Leader-Member Exchange Relationship Quality；Job Performance；Multilevel Moderated Mediation
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幽默在職場中的溝通扮演著極重要的角色。就領導者而言，雖然幽默領導並非是企業成功的主要條件，但對建構一個有效的工作績效團隊是相當重要的。本研究對象為955位在台灣的雇員，以員工的角度，探討其組織中的領導者或是單位主管所使用的幽默類型，對於領導者與成員交換關係間之關係品質，以及對員工工作績效表現的影響關係及調節效果。除此之外，也進一步導入多層次概念於本研究中，以幽默風格作為脈絡變數，探討領導者幽默風格、領導者與成員交換關係間之關係品質及員工工作績效表現的多層次調節中介效果。
研究目的一的結果顯示，單獨使用「產生聯繫型幽默」會降低成員的績效表現，但它扮演良好的潤滑劑，使得領導者不論高度或低度使用「產生聯繫型幽默」，皆能調節「領導者－成員交換關係品質」對「工作績效」的關係且增加「工作績效」的表現；同時也發現，在愈好的關係品質環境下，若領導者更能發揮高度的產生聯繫型幽默，其員工的工作績效則愈佳；反之，則可能會削弱員工的績效表現。
而在研究目的二多層次調節式中介效果模型的結果顯示，「自我提升型幽默」可以直接提升成員的「工作績效」表現；亦能提升「領導者與成員之間的交換關係品質」，進而也能間接提升員工的「工作績效」，使得「領導者與成員之間的交換關係品質」成為中介變項。而「攻擊型幽默」，對於「領導者與成員之間的交換關係品質」對員工的「工作績效」則具有負向的調節作用，成為調節變項。
最後，組織中的領導者或是單位主管應該常以自我提升型幽默來面對職場中複雜多變的競爭環境，且避免使用攻擊型幽默及自我貶抑型幽默來作為與組織成員之間的人際互動溝通，並在適當的時機與場合運用產生聯繫型幽默來潤滑組織中的互動關係。這些結果與建議都能作為領導者在幽默使用上的選擇與運用。
Humor plays a crucial role in the workplace communication. Even though leaders might not consider humorous leadership as an essential condition for company’s success, it is important for building an effectively performing team. Participants of the study included 955 employees in Taiwan. Taking the perspective of employees, the study explored the relationship and moderating effect that types of humor used by the leaders and department heads in the organizations have with and on leader-member exchange relationship quality and job performance. Further, multilevel approach was taken by using humor styles as contextual variables to investigate multilevel moderated mediation of leaders’ humor styles, leader-member exchange relationship quality and job performance.
First, results of the study showed that the sole use of affiliative humor might reduce members’ performance. However, it can – regardless of whether leaders use affiliative humor extensively or little – also work as a lubricant that moderates the relationship between leader-member exchange relationship quality and job performance and increases job performance. At the same time, the higher relationship quality is, the better employees’ job performance gets if leaders can exhibit high degrees of affiliative humor. If not, employees’ job performance might be weakened.
Next, results of the multilevel moderated mediation model showed that self-enhancing humor can directly increase members’ job performance as well as leader-member exchange relationship quality. Additionally, it can indirectly increase employees’ job performance causing leader-member exchange relationship quality to become a mediator. Aggressive humor became a mediator when leader-member exchange relationship had a negative moderating effect on employees’ job performance.
Lastly, leaders and department heads in the organizations should apply self-enhancing humor often to face complex and changing competitive environment in the workplace. Besides, aggressive and self-defeating types of humor should be avoided in the communication with the organization members. At the right time and place, affiliative humor can be used to smooth interactions in the organization. These findings and recommendations may serve the leaders as considerations how to apply humor.
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