Codebook.docx

The destructive leadership model has received increased attention in the past decades. This study examined a specific form of destructive leadership style: authoritarian leadership. Drawing upon the LMX theory and Cooper’ (2008) relational process model of humor, we predicted that perceptions of leaders’ lack of warmth explain why authoritarian leaders elicits lower LMX; moreover, the negative effect on LMX via reduced warmth can be reduced when authoritarian leaders use affiliative humor. We conducted a time-lagged study in Taiwan of 171 respondents with full-time work. The results confirmed our predictions. Our study findings evidenced the harmful results of authoritarian leadership on LMX via lower perceived warmth and extended the literature of destructive leadership model by including the moderating role of leaders’ humor. We called for future research to examine the intriguing interactions of positive and negative leadership behaviours as well as leaders’ display of other forms of humor (e.g., self-deprecating humor) on subordinate perceptions/outcomes.