The interest on leader humor styles is recent. By applying a trustworthiness framework, the authors examine (1) how leader humor styles contribute to performance and deviance via trust in the supervisor and (2) who benefits/suffers the most from different leader humor styles.,The authors tested their hypotheses in a sample of 428 employee–supervisor dyads from 19 organizations operating in the services sector.,Affiliative and self-enhancing leader humor styles are particularly beneficial for employees with low core-self-evaluations, helping them develop trust in the supervisor and consequently improving their performance. An aggressive leader humor style, via decreased trust in the supervisor, reduces performance, regardless of employees' core self-evaluations. Self-enhancing and self-defeating leader humor styles also present significant relationships with organizational deviance.,Limitations include the cross-sectional design and the limited number of mechanisms examined.,Organizations need to train leaders in the use of humor and develop a culture where beneficial humor styles are endorsed, while detrimental humor styles are not tolerated.,These findings contribute to the literatures on trust and humor, by showing that the use of humor is not as trivial as one could initially think, particularly for those with low core self-evaluations, and by expanding our knowledge of the mechanisms by which different leader humor styles may influence performance and deviance.

中文翻译：

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领导者的幽默风格重要吗？

对领导者幽默风格的兴趣是最近的。通过应用可信任度框架，作者研究了（1）领导者幽默风格如何通过对上级的信任而对绩效和偏差做出贡献，以及（2）谁从不同的领导者幽默风格中受益/最大。来自服务业19个组织的428名员工-主管双子的样本。亲和力和自我增强型领导者的幽默风格对低自我评价的员工特别有益，有助于他们建立对主管的信任，从而改善绩效。无论员工的核心自我评价如何，通过降低对上司的信任，激进的领导者幽默风格都会降低绩效。