Defining Humorous Leadership In The Workplace

Modern society allows humorists to touch upon offensive topics without receiving much criticism. As Alain de Botton claimed in his 2004 book, Status Anxiety, humorists’ role is not merely to entertain but “to convey with impunity messages that might be dangerous or impossible to state directly.” De Botton’s argument proves legitimate. Many humorists, such as cartoonists and television hosts, decide to use their humor as a tool to prove an idea or express a belief that cannot be voiced candidly in public.

The book “Primal Leadership: Unleashing the Power of Emotional Intelligence” explores the role of emotional intelligence in leadership. Also, opens links between organizational success or failure and "primal leadership," the authors argue that a leader 's emotions are spreadable. If a leader spread energy and enthusiasm, the organization will thrives. If a leader spreads negativity and conflict, the organization will struggles. The authors of this book are Daniel Goleman, Richard Boyatzis, and Annie McKee’s. The following paragraph will provide short background about each author.

Negative organizational climate is something that has become quite of an issue at my workplace. It tends to go in somewhat of a downward spiral – one person will become disgruntled about something and start complaining, this grumbling creates a negative environment, more people become disgruntled and join in, and the cycle continues. Virtuous leadership can help break this cycle of negativity and boost positivity within the organization climate. Even as coworkers, we can display the components of virtuous leadership by focusing on the greater good and portraying trust, integrity, and forgiveness (Kinicki & Fugate, 2012). Essentially, we can be a light to those in our workplace and combat the spreading, negative darkness (Matthew 5:14-16, New International Version).

Leaders are responsible for providing direction, implementing plans, and motivating people. Their main focus is to create relationships based on trust, thus making employees feel a part of the plan, not just hired as indentured servants. Therefore, collaborative goals are developed to foster mutual respect and dignity for all. In chapter eight, the authors, Kouzes, and Posner both believe Leaders should take the initiative to foster collaboration, and encourage others. The authors state, “Leaders nurture self-esteem in others. They make others feel strong, capable, and confident to take both initiative and responsibility (Kouzes, and Posner, 2012). This is something I have never received from my leaders. Therefore, I have never thought it was

Comedy is an integral part of our daily lives and routines. It can be as simple as telling a joke to our friends to as complicated as a political cartoon depicting a satirical image of a president committing a crime. However, according to author Alain de Botton, comedy is a conduit that is used to express ideas that society is not generally willing to propound in public. It is clear that the role of humorists is not only to humor an audience, but also to provide a channel for the expression of ideas that are not necessarily ones that we would say to the public, making their role crucial to the functionality of society.

In this article by Brooks and Bitterly “Why it Pays off to Be Funny at Work -- Usually”, is about how people act toward jokes at work and if it even allowed. This article talks about researcher on how some employees up make jokes at work. In "Why it Pays off to Be Funny at Work -- Usually” article is written that the people who take the chance to humor up their workplace show perceive as they are being sure of themselves; seem very confident.

Since the starting episode in 2005, The Office has consistently portrayed a humorous office environment. The humor within the sitcom stems from influential people, such as Sigmund Freud, who depended on awkwardness to make a joke. The creators of The Office, like Greg Daniels and more, established humor by relying on Freud’s ideology, observational humor, and juvenalian satire. This is especially prevalent in season two, episode one of the show, “The Dundies.” Throughout the series, the audience has rolled over in their seats because of the regional manager, Michael Scott.

Leaders have a profound effect on employee performance because they shape workers’ perceptions of the working environment. Consequently, some leadership styles are more effective with meeting particular objectives. Although personal attributes dictate a leader’s natural leadership style, effective leaders recognize the benefits and limitations of each style, understand the impact a style will have on the organization’s environment, and are capable of developing and incorporating a variety of styles to ensure the desired outcome is achieved.

An individual leader’s spiritual behavior positively impacts his or her followers (Pawar, 2014). Examples of spiritual behavior include acting with purpose and meaning, honesty, respect, care, concern for followers, being fair, humble and confident (Latham, 2013; Pawar, 2014). When a senior leadership in an organization exhibits these spiritual behaviors, that leader encourages an organizational culture of high performance and inclusion (Latham, 2013). This in turn provides a safe place to expand an individual’s cultural awareness and diversity training within workplace, which stretches individuals outside of their comfort zone (Reichard et al., 2012). Spiritual leaders build effective multicultural workforces by modeling spiritual behaviors and pushing their followers to think in culturally different ways.

In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.

Organization leaders should understand that employees are not only economic beings motivated by money but are also social beings motivated by social factors such as love and conducive working culture (Marquet, 2015). Sinek focuses on the various means of bringing the balance back in our organizations so that companies and the individual workers can work side by side in a symbiotic affiliation with each other. For example, Sinek points out an example of a CEO named Bob Chapman, whose major focus was building workers who are capable of doing extraordinary things (Sinek, 2014). Considered a people-centric leadership style, Mr.

* Through the self-assessment on Leadership style and Emotional intelligence, I drew the inference that while I am good at gauging the emotions of my direct reports and peers, I often don’t intervene to better cement my professional relationship. It shall be my earnest endeavor to be more emotionally aware and apathetic.

This case study provides valuable insight into the way emotions and soft skills or its absence can affect motivation and leadership capabilities.

Emotional intelligence is an important characteristic in becoming a good leader. “Emotional intelligence is the ability to manage oneself and one's relationships in mature and constructive ways” (Kinicki & Kreitner, 2009, p.137).Being a good leader entails more than just being smart; leaders need to be able to connect to their employees emotionally and empathetically. Organizations today not only look for leaders with the skills, but leaders that can emotionally connect to employees to obtain the organization’s goal. “Leaders have always played a primordial emotional role. No doubt humankind’s original leaders-whether tribal chieftains or shamanesses-earned their place in large part because their leadership was

Attitudes and emotions in the workplace are extremely important because they dictate job performance. The emotions that people go through are something that cannot be avoided; however, they can be manipulated. Managers, leaders, CEO’S of companies learn to do this by experience and training. They manipulate employee’s emotions with the purpose of achieving better performance and satisfy an organization’s goals. Although people have always had different emotions, the notion that managers need to care for employee’s satisfaction and happiness is newly implemented in the workplace. In this paper, I will be explaining the impact of attitudes in the workplace, how mood, emotions, attitudes and behavior affect job performance and I will implement the point of view of the CEO of the Defense Commissary Agency, Mr. Joseph Jeu.