scholarly journals Humor of the Leader: A Source of Creativity of Employees Through Psychological Empowerment or Unethical Behavior Through Perceived Power? The Role of Self-Deprecating Behavior

2021 ◽  
Vol 12 ◽  
Author(s):  
Hassan Ali ◽  
Asif Mahmood ◽  
Ayyaz Ahmad ◽  
Amir Ikram
Keyword(s):  
Social Information Processing ◽  
Unethical Behavior ◽  
Psychological Empowerment ◽  
Social Information ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Member Exchange ◽  
Double Edge Sword ◽  
Managerial Implications ◽  
And Behavior

Although we use humor in our daily communication, there still needs to cognize its effects on the attitudes and behavior of the employees. Based on benign violation theory (BVT), the study proposes that leader's humor (LH) conveys social information about counter norms. The BVT has been amalgamated with social information processing theory (SIPT) to develop hypotheses assuming the consequences of LH on the attitude and behavior of the employees. This study hypothesizes that even though LH is linked positively with employee creativity via leader-member exchange and psychological empowerment in sequence (blessing path), it may also send information to the employees about the acceptability of norm violation. This perception ultimately leads to power perception and, causes unethical behavior in the series (curse path). Moreover, this study also postulates that leader's self-deprecating humor (LSDH) moderates these indirect effects by enhancing the blessing and reducing the curse, which emerged from LH. Quantitative data of 630 software engineers from software houses based in Pakistan provided support to test the hypotheses. The results demonstrate that LH is a double-edge sword that enhances blessing (creativity) as well as curse (employee unethical behavior), whereas LSDH augments the blessing and throttles back the curse. Theoretical and managerial implications have also been discussed.

Distinguished Scholars Invited Essay: Becoming a Good Sport and a Better Performer: A Social Information Processing View of Authentic Leadership

2017 ◽  
Vol 25 (2) ◽  
pp. 141-152
Author(s):  
Chester A. Schriesheim ◽  
Yonghong Liu
Keyword(s):  
Information Processing ◽  
Task Performance ◽  
Social Information Processing ◽  
High Performance ◽  
Authentic Leadership ◽  
Social Information ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Contrast Analysis ◽  
And Behavior

Drawing on social information processing theory, this study investigates the mechanisms by which authentic leadership affects subordinate task performance through subordinate attitudes and behavior. Sportsmanship, conceptualized as a behavioral indicator of employee positivity and persistence in pursuing high performance, is argued to be a potentially important outcome for authentic leadership. Data collected from 203 matched subordinate–supervisor dyads in six organizations from six diverse industries were subjected to contrast analysis with bootstrapping. The results suggest that the indirect effect of authentic leadership on subordinate sportsmanship is mainly via a cognitive process, as opposed to an affective one. Furthermore, it is the employee’s sportsmanship that transmits the effects of authentic leadership on employee task performance. Implications and future directions are discussed.

Social Information Processing Theory (SIPT)

2012 ◽  
pp. 45-65 ◽  
Author(s):  
Bolanle A. Olaniran ◽  
Natasha Rodriguez ◽  
Indi M. Williams
Keyword(s):  
Information Processing ◽  
Social Information Processing ◽  
Social Information ◽  
Virtual Team ◽  
Information Processing Theory ◽  
Team Members ◽  
Social Information Processing Theory ◽  
Communicative Behavior ◽  
Processing Theory ◽  
The Social

The Social Information Processing Theory (SIPT) proposes that given time and opportunity to interact, relationships between individuals can form in online environments. Although not an overt assumption of the SIPT, it is essential to understand how cultural factors are important components of any CMC interaction. The power of the SIPT lies within its ability to foster communication between individuals through communicative behavior that is valued by the other’s culture. Therefore, Social Information Processing has the potential to aid the development of trust between virtual team members, establishing group cohesion, and accentuating cross-communication within international work groups.

scholarly journals Why do employees speak up? Examining the roles of LMX, perceived risk and perceived leader power in predicting voice behavior

2019 ◽  
Vol 34 (8) ◽  
pp. 560-572
Author(s):  
Jinyun Duan ◽  
Émilie Lapointe ◽  
Yue Xu ◽  
Sarah Brooks
Keyword(s):  
Social Information Processing ◽  
Perceived Risk ◽  
Voice Behavior ◽  
Speaking Up ◽  
High Quality ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Processing Theory ◽  
Member Exchange ◽  
Speak Up

Purpose The purpose of this paper is to understand better why employees voice. Drawing on social information processing theory and insights derived from the literature on power, the authors suggest that leader–member exchange (LMX) fosters voice by reducing the perceived risk of voicing. The authors further contend that high perceived leader power will strengthen this mediated relationship. Design/methodology/approach The authors relied on a sample of 265 employee-supervisor dyads collected from Chinese organizations to test the study hypotheses. Findings Results indicated that perceived risk of voicing significantly mediated the positive LMX–voice behavior relationship. In addition, perceived leader power strengthened the effect of LMX on voice behavior via perceived risk of voicing. The relationship of LMX to perceived risk of voicing was more negative, and the indirect effect of LMX on voice behavior was more positive when employees perceived that leader power was high. Practical implications Organizations seeking to promote voice behaviors should support leaders to develop high-quality relationships with employees. Organizations should also ensure that leaders are sufficiently empowered to fulfill their roles, and ensure that employees are aware of their leaders’ influence. Originality/value Findings suggest that, in the context of high quality leader–member relationships, employees’ perceptions of their leaders’ power may help to overcome barriers associated with speaking up. Thus, this study helps explain the conditions that encourage employees to voice.

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