Management research on humor, which has mainly been conducted in Anglo‐Saxon regions, generally tends to assume that the use of humor by a leader toward his or her subordinates has positive effects. However, despite the popularity of such studies in Anglo‐Saxon regions, less attention has so far been paid to the aspects of the cultural context of leader humor, particularly with regard to time. We argue that leader humor is not so effective in East Asia because of different preferences in relation to communication style and divergent expectations and value sets during early phase leader–member interactions. On the other hand, however, we also argue that leader humor may become equally if not more effective in the mature phase of leader–member interactions. While cultural differences, along with the current popularity of positive emotions, including humor, at work, are much more apparent at the early stage of a relationship, our exploration uncovers areas that are important for effective cross‐cultural communication training and the development of managers for global assignments.

中文翻译：

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领导者幽默的有效性-领导者幽默在一段时间内在东亚和北美的不同动态

对幽默的管理研究主要在盎格鲁撒克逊地区进行，通常倾向于假定领导者对下属使用幽默会产生积极影响。然而，尽管此类研究在盎格鲁撒克逊地区受到欢迎，但迄今为止，对领导者幽默的文化背景方面的关注较少，特别是在时间方面。我们认为，领导者幽默在东亚不是很有效，因为在早期的领导者－成员互动中，人们对沟通方式的偏好不同，期望和价值观存在差异。但是，另一方面，我们也认为，在领导者－成员互动的成熟阶段，领导者幽默可能会变得同等有效，甚至更有效。尽管文化差异以及当前积极情绪的流行，