Exploring the Impact of Leader Humor on Job Crafting and Innovative Work Behavior Among Marketing Employees

Abstract

This quantitative study investigates the connection between job crafting, leader humor, and creative work practices among Pakistani marketing professionals. Convenience sampling and a correlational study design were used to gather information from 230 marketing staff members in Islamabad. Measures of job crafting, inventive work behavior, and leader humor were conducted using validated measures. i.e., Supervisor Humor Frequency scale created by Cooper, Kong, and Crossley (2018),15-item scale developed by Slemp and Brodick (2019), Employee Innovation Behavior scale developed by Leana Polston-Murdoch (2011). The results show a strong positive relationship between leader humor and several types of crafting activities, such as relational, task, work, and cognitive crafting. Furthermore, there was a favorable correlation found between work crafting and relational, task, and cognitive crafting. There were noted disparities in age and education levels within the workforce, as well as in terms of creativity; younger and older employees showed greater degrees of originality. The report emphasizes how crucial it is for leaders to be humorous and proactive actions that promote a creative and dynamic workplace and raise potential issues with organizational performance. Committee clearance and informed consent processes were used to resolve ethical issues. The understanding of how employee engagement and leadership shape company culture and creativity is aided by this research.