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Executive Summary

This essay addresses the roles of managers and leaders in organizations today by looking at how those roles are challenged by globalization, innovation and the need to create harmony in the workplace. One of the areas of exploration discussed is the use of humor in the workplace to help workers bond and increase confidence so as to develop intelligent followers. It also discusses the risks of the laughter advantage, particularly when it comes to crossing lines that might lead to loss of respect for the leader or a damaged reputation for the organization.

Table of Contents

Introduction 1

The Roles of Managers and Leaders 1

Areas to Explore 2

Conclusion 4

References 4

Introduction

Organizations today require that managers and leaders be authentic, accountable and capable of motivating employees in diverse environments as a result of globalization and the rise of virtual workplaces. Managers must be effective at providing and obtaining feedback (Steelman & Wolfeld, 2018). Leaders must be able to engage in critical thought and analysis, make decisions, and communicating a vision (Johnson & Hackman, 2018). However, one important researchable issue surrounding manager and leadership roles in organizations today is the extent to which laughter and humor should be incorporated into management and leadership strategies to help create more effective teams, better cultures, and harmony in the workplace: this concept is known as using the laughter advantage (Georganta & Montgomery, 2019). At a time when so many organizations struggle to establish a universal appeal that can facilitate bonding among employees, the laughter advantage has been suggested as a suitable approach for both managers and leaders to bring people together and establish group cohesiveness (Greatbach & Clark, 2003). The idea that humor can be used to overcome relationship, communication, and trust issues in an organization of today is, therefore, one deserving of more consideration and research in the field of management and leadership.

The Roles of Managers and Leaders

Managers and leaders are often thought of being two different positions held in organizations: managers focus on the day-to-day affairs while leaders focus on the big picture perspective, inspiring visions, and motivating workers to achieve those visions. The truth is that there is a great deal of overlap between management and leadership, and the two really do belong together. Great leaders are also great managers and vice versa. Sun, Chen and Zhang (2017) point out, for instance, that instilling empathy, intelligence, and communication in an organization requires transformational leadershipbut transformational leaders also have to be effective at on-the-ground management because of the way in which this leadership style requires support from various working parts and players in an organization. Transformation is a must in any organization over time, for stagnation limits and frustrates growth. Yet transformation cannot occur unless there is buy-in from stakeholders. Getting stakeholders on board demands more than just a transformational leaders; it also demands strong followership. Followers cannot be mere yes-men, however. They must be able to think for themselves and even challenge leadership ideas that are bad for an organizationand a good leader will recognize that need (Chaleff, 2015). Managers and leaders, in spite of everything, will sometimes make mistakes, and that is where intelligent disobedience can come into play to help managers and leaders realize a misstep and correct it before the entire organization is run off course from achieving its vision. If there is any disaster to be avoiding in managing and leading it is the disaster of groupthink, which prevents honest and open debate from happening when it is needed most (Jaeger, 2020).

One of the key roles of managers and leaders should be, for that reason, to promote a culture that is…

1a

Executive Summary

This essay addresses the roles of managers and leaders in organizations today by looking at how those roles are challenged by globalization, innovation and the need to create harmony in the workplace. One of the areas of exploration discussed is the use of humor in the workplace to help workers bond and increase confidence so as to develop intelligent followers. It also discusses the risks of the laughter advantage, particularly when it comes to crossing lines that might lead to loss of respect for the leader or a damaged reputation for the organization.

Table of Contents

Introduction 1

The Roles of Managers and Leaders 1

Areas to Explore 2

Conclusion 4

References 4

Introduction

Organizations today require that managers and leaders be authentic, accountable and capable of motivating employees in diverse environments as a result of globalization and the rise of virtual workplaces. Managers must be effective at providing and obtaining feedback (Steelman & Wolfeld, 2018). Leaders must be able to engage in critical thought and analysis, make decisions, and communicating a vision (Johnson & Hackman, 2018). However, one important researchable issue surrounding manager and leadership roles in organizations today is the extent to which laughter and humor should be incorporated into management and leadership strategies to help create more effective teams, better cultures, and harmony in the workplace: this concept is known as using the laughter advantage (Georganta & Montgomery, 2019). At a time when so many organizations struggle to establish a universal appeal that can facilitate bonding among employees, the laughter advantage has been suggested as a suitable approach for both managers and leaders to bring people together and establish group cohesiveness (Greatbach & Clark, 2003). The idea that humor can be used to overcome relationship, communication, and trust issues in an organization of today is, therefore, one deserving of more consideration and research in the…

1a

Executive Summary

This essay addresses te roles of managers and leaders in organizations today by looking at how those roles are challenged by globalization, innovation and the need to create harmony in the workplace. One of the areas of exploration discussed is the use of humor in the workplace to help workers bond and increase confidence so as to develop intelligent followers. It also discusses the risks of the laughter advantage, particularly when it comes to crossing lines that might lead to loss of respect for the leader or a damaged reputation for the organization.

Table of Contents

Introduction 1

The Roles of Managers and Leaders 1

Areas to Explore 2

Conclusion 4

References 4

Introduction

Organizations today require that managers and leaders be authentic, accountable and capable of motivating employees in diverse environments as a result of globalization and the rise of virtual workplaces. Managers must be effective at providing and obtaining feedback (Steelman & Wolfeld, 2018). Leaders must be able to engage in critical thought and analysis, make decisions, and communicating a vision (Johnson & Hackman, 2018). However, one important researchable issue surrounding manager and leadership roles in organizations today is the extent to which laughter and humor should be incorporated into management and leadership strategies to help create more effective teams, better cultures, and harmony in the workplace: this concept is known as using the laughter advantage (Georganta & Montgomery, 2019). At a time when so many organizations struggle to establish a universal appeal that can facilitate bonding among employees, the laughter advantage has been suggested as a suitable approach for both managers and leaders to bring people together and establish group cohesiveness (Greatbach & Clark, 2003). The idea that humor can be used to overcome relationship, communication, and trust issues in an organization of today is, therefore, one deserving of more consideration and research in the field of management and leadership.

The Roles of Managers and Leaders

Managers and leaders are often thought of being two different positions held in organizations: managers focus on the day-to-day affairs while leaders focus on the big picture perspective, inspiring visions, and motivating workers to achieve those visions. The truth is that there is a great deal of overlap between management and leadership, and the two really do belong together. Great leaders are also great managers and vice versa. Sun, Chen and Zhang (2017) point out, for instance, that instilling empathy, intelligence, and communication in an organization requires transformational leadershipbut transformational leaders also have to be effective at on-the-ground management because of the way in which this leadership style requires support from various working parts and players in an organization. Transformation is a must in any organiza.......there is buy-in from stakeholders. Getting stakeholders on board demands more than just a transformational leaders; it also demands strong followership. Followers cannot be mere yes-men, however. They must be able to think for themselves and even challenge leadership ideas that are bad for an organizationand a good leader will recognize that need (Chaleff, 2015). Managers and leaders, in spite of everything, will sometimes make mistakes, and that is where intelligent disobedience can come into play to help managers and leaders realize a misstep and correct it before the entire organization is run off course from achieving its vision. If there is any disaster to be avoiding in managing and leading it is the disaster of groupthink, which prevents honest and open debate from happening when it is needed most (Jaeger, 2020).

One of the key roles of managers and leaders should be, for that reason, to promote a culture that is open and respectful, one in which groupthink is deterred so that when a wrong course of action is taken, intelligent disobedience can be demonstrated. That is why Chaleff (2015) states that followers must know when to say no to a harmful instruction and yes if there is a legitimate alternative to the original instruction. For the sake of the team, its mission, and its values, the guide dog knows how to retain its own accountability while being an agent of the leader and how to reclaim its autonomy when required for the common good (p. 5). An environment that is filled with tension, wherein people are too afraid to say a word because of fear of ostracism, managers and leaders have to know how to defuse the environment and bring people back to themselves to avert potential crises. Again, that is where laughter and humor can come into play: laughter and humor relax people, open them up, make them less afraid to contribute, keep situations light and comfortable, and keep the door open for the possibility of others making meaningful contributions that might otherwise never be made.

Areas to Explore

Organizations face a number of challenges today: globalization, the constant need for innovation, and creating a working structure and environment in changing times are just a few of them. Globalization brings with it issues of increased competition as well as a more diverse talent pool; innovation particularly in the way of technology presents issues of security, protecting IP, developing new ideas, and incorporating them into the structure of the workplace and in the way products and services are delivered; and maintaining a positive workplace culture is an issue that has to be addressed to ensure that the vision of the organization is achievable. In such a situation, a manager role and a leader role can overlap in terms of creating an environment of connectivity, authenticity, and appreciation, where respect, communication, and trust are fostered.

One of the ways in which this feat can be accomplished is through the use of laughter and humor in the workplace. Managers and leaders can use humor to create an environment in which people feel more comfortable with speaking their minds (Greatbach & Clark, 2003). As Hatzipapas, Visser and Van Rensburg (2017) have shown, laughter is a great way to promote psychological well-being even in times of great stress. Any manager and leader can affirm that organizations face stress at all times, from external or internal directions. Humor has the potential as a tool to help alleviate stress in the workplace and foster greater psychological health among workers. Healthy-minded workers may be more likely to avoid or resist groupthink, as there is less fear of speaking out. When there is less fear of speaking out, the chances of intelligent disobedience and the kind of followership promoted by Chaleff (2015) can significantly rise.

Thus, a major area to explore in the field of management roles and leadership roles to explore is how managers and leaders can use humor effectively in the workplace. Admittedly this is not as easy as it sounds, as comedy and humor themselves have come under greater scrutiny as a result of the rise of cancel culture and social media. Comedy is relative and humor is different for everyoneso what makes some laugh can cause offense to others. Thus, the manager and the leader must know how to use humor inoffensively and in a way that has universal appeal. If the wrong kind of joke is made, it can spell disaster for a manager or leader within the organization and even for the organization itself if the complaint of the offended person goes viral on social media. The reputation of the organization can be damaged.

Is it therefore worth the risk of trying to use laughter to bring people together in the workplace? This is a question worth exploring. One possible way to mitigate the risk of giving offense can be to make sure the manager or leader has a high level of social and emotional intelligence. Social and emotional intelligence can allow the manager or leader to understand the audience and gauge the extent to which a joke might work or to which humor might be beneficial in de-stressing an environment. The type of humor to be used should also fall under this purview. A leader has to be able to realize that off-color jokes are risky and should be avoided, but that in certain situations with certain types of workers a joke that is that edgy might be acceptable to build rapport. Again, this could be a risk not worth taking, however, because jokes can get around and if a leaders reputation becomes tarnished in this manner it can undermine his potential as a leader and his efforts at management. Resentment should be avoided at all costs, even if it means steering clear of types of humor.

Not all humor has to be edgy or envelope-pushing. A simple humorous, self-deprecating demeanor on the part of a leader or manager may be enough to show workers that they should be at their ease. That