Humor Leadership Peer Reviewed Journal

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Humor and Leadership" (Journal of Organizational Culture, Communications and Conflict, 2005), Blane Anderson examines the use of humor by military leaders through a series of interviews with three leaders from the United States Armed Forces. The purpose of the study conducted by Anderson was to consider five specific issues in relation the role of humor in leadership practices: (1) whether humor can be used to improve leadership style; (2) whether humor in this context is more likely to be effective when it is practiced or spontaneous; (3) how the subjects developed their use of humor; (4) how the subjects know when to use humor and when not to use humor; and (5) whether humor is necessarily a natural gift or a tool that can be learned deliberately.

Methodology

The researcher purposely selected subjects of similar age and demographic backgrounds to eliminate extraneous variables. He also deliberately selected subjects from each of three branches of the U.S. Armed Forces (Army. Marine Corps, and Navy) to avoid leadership styles and practices possibly linked to the culture of any specific military branch. The subjects signed informed consent forms that detailed the nature of the study and its processes as well as fully disclosing that the interviews would be taped by the researcher.

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The subjects were then interviewed individually at their respective places of work on the subject of their use of humor within their leadership responsibilities and duties. Their answers were subsequently transcribed and first open coded to identify specific themes emerging from the interviews before being axially coded to enable retrospective analysis by the researcher to determine exactly how their responses related to the five research questions.

Discussion and Study Findings

According to the researcher, ten different themes were identified from the open coding. Those themes were: (1) when to use humor; (2) when not to use humor; (3) that humor is best when it is deliberate; (4) that humor is most effective when it flows naturally; (5) that humor can facilitate the effectiveness of leaders; (6) that there must be an agreement on the source of humor; (7) that it is important for leaders using humor to be aware of any applicable boundaries; (8) that when used appropriately, humor can increase morale; (9) that the experience and process of mentoring is important to the development of a useful sense of humor in leaders; and (10) that no formal training or instruction in the use of humor was used by any of the subjects......

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