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You searched for +publisher:"University of New South Wales" +contributor:("Wang, Lu, Management, Australian School of Business, UNSW"). Showing records 1 – 2 of 2 total matches.

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University of New South Wales

1. Cheng, David. Jokes that work or work that is a joke: The influence of humor on persistence and cheating behavior.

Degree: Australian Graduate School of Management, 2015, University of New South Wales

Workers often encounter temptations that entice them to withdraw their effort from assigned work tasks and pursue counterproductive goals. Studies have shown that failure to resist such temptations collectively costs organizations billions of dollars each year in lost productivity and additional expenses (Bennett & Robinson, 2000). Ego-depletion theory posits that an individuals’ ability to resist temptations is dependent on a limited pool of self-regulatory resources that is expended whenever an individual exerts self-control (Muraven & Baumeister, 2000). While much research has examined how individuals expend resources, little research has examined how individuals can replenish resources in order to resist further temptations (Hagger, Wood, Stiff, & Chatzisarantis, 2010). This dissertation examines whether humor, a phenomenon highly recommended by business consultants as being energizing (Kanter, 2010), can help individuals persist at assigned work tasks and resist the temptation to engage in counterproductive behavior. In addition, the studies in this dissertation also examine one mechanism by which humor increases persistence along with how different types of humor and individual differences in humor style interact to influence its outcomes. Five experimental studies are reported. Study 1 examined the effects of humor and found that those who experienced humor persisted significantly longer than others at an assigned task. In addition, the discrete emotion of amusement mediated the positive relationship between humor and persistence. Study 2 replicated the findings of Study 1 and found that those high in self-enhancing humor style persisted longer when experiencing humor than those low in self-enhancing humor style. Study 3 found that exposure to self-deprecating humor generally results in greater levels of persistence. However, those high in self-defeating humor style did not show any significant increase in persistence when experiencing self-deprecating humor. Studies 4 and 5 examined aggressive humor and found that aggressive humor in general led to a significant increase in persistence. It also found that those low in aggressive humor style did not persist longer at assigned tasks. In addition, those who were high in aggressive humor style who laughed at others were more likely to engage in cheating behavior. Implications for research, practice and future directions are discussed. Advisors/Committee Members: Wang, Lu, Management, Australian School of Business, UNSW.

Subjects/Keywords: Persistence; Humour; Emotions

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6th Edition):

Cheng, D. (2015). Jokes that work or work that is a joke: The influence of humor on persistence and cheating behavior. (Doctoral Dissertation). University of New South Wales. Retrieved from http://handle.unsw.edu.au/1959.4/55442 ; https://unsworks.unsw.edu.au/fapi/datastream/unsworks:37553/SOURCE02?view=true

Chicago Manual of Style (16th Edition):

Cheng, David. “Jokes that work or work that is a joke: The influence of humor on persistence and cheating behavior.” 2015. Doctoral Dissertation, University of New South Wales. Accessed November 28, 2020. http://handle.unsw.edu.au/1959.4/55442 ; https://unsworks.unsw.edu.au/fapi/datastream/unsworks:37553/SOURCE02?view=true.

MLA Handbook (7th Edition):

Cheng, David. “Jokes that work or work that is a joke: The influence of humor on persistence and cheating behavior.” 2015. Web. 28 Nov 2020.

Vancouver:

Cheng D. Jokes that work or work that is a joke: The influence of humor on persistence and cheating behavior. [Internet] [Doctoral dissertation]. University of New South Wales; 2015. [cited 2020 Nov 28]. Available from: http://handle.unsw.edu.au/1959.4/55442 ; https://unsworks.unsw.edu.au/fapi/datastream/unsworks:37553/SOURCE02?view=true.

Council of Science Editors:

Cheng D. Jokes that work or work that is a joke: The influence of humor on persistence and cheating behavior. [Doctoral Dissertation]. University of New South Wales; 2015. Available from: http://handle.unsw.edu.au/1959.4/55442 ; https://unsworks.unsw.edu.au/fapi/datastream/unsworks:37553/SOURCE02?view=true


University of New South Wales

2. Shao, Bo. Individual and cross-cultural differences in the impacts of leader anger expressions on leader effectiveness.

Degree: Management, 2016, University of New South Wales

A leader’s anger expression is frequently observed in the workplace, prompting increasing scholarly attention in the past decade to the effects of leader anger expressions. However, research has yielded mixed findings regarding whether a leader’s anger expression damages or contributes to leader effectiveness, suggesting the existence of important moderators. A limited number of studies have identified important moderators by focusing on followers’ characteristics; this seems to indicate that followers’ interpretation of a leader’s anger is key to understanding the complexity in how leader anger expression influences leader effectiveness. Extending this line of inquiry, the thesis proposes a model that highlights two previously overlooked moderators that may influence followers’ interpretation of leader anger expressions: followers’ implicit theories of personality and cultural contexts.Chapter 1 introduces an overarching framework of the model. Chapter 2 reviews extant literature on leader anger expressions. Chapter 3 presents findings of two studies that investigated the moderating effect of followers’ implicit theories of personality (i.e., entity versus incremental theory) on the relationship between a leader’s anger expression and leader effectiveness. In Study 1, results show that a leader’s anger expression loweredleader effectiveness among followers who endorsed an entity theory of personality, but did not influence leader effectiveness among followers who endorsed an incremental theory of personality. The difference was transmitted through motivation- and trait-focused inferences. However, the findings of Study 2 were not consistent with Study 1. Chapter 4 reports findings from two studies that examined the moderating effect of culture on the relationship between a leader’s anger expression and leader effectiveness. Results from both studies show that a leader’s anger expression lowered leader effectiveness among followers from a culture low in vertical collectivism, but did not change leader effectiveness among followers from cultures high in vertical collectivism. The cultural difference was transmitted through motivation-focused inferences. Chapter 5 concludes with theoretical contributions, practical implications, and future research directions. Advisors/Committee Members: Wang, Lu, Management, Australian School of Business, UNSW, Lui, Steven, Management, Australian School of Business, UNSW.

Subjects/Keywords: implicit theories of personality; leader anger expression; leader effectiveness; culture

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APA · Chicago · MLA · Vancouver · CSE | Export to Zotero / EndNote / Reference Manager

APA (6th Edition):

Shao, B. (2016). Individual and cross-cultural differences in the impacts of leader anger expressions on leader effectiveness. (Doctoral Dissertation). University of New South Wales. Retrieved from http://handle.unsw.edu.au/1959.4/56689 ; https://unsworks.unsw.edu.au/fapi/datastream/unsworks:41197/SOURCE02?view=true

Chicago Manual of Style (16th Edition):

Shao, Bo. “Individual and cross-cultural differences in the impacts of leader anger expressions on leader effectiveness.” 2016. Doctoral Dissertation, University of New South Wales. Accessed November 28, 2020. http://handle.unsw.edu.au/1959.4/56689 ; https://unsworks.unsw.edu.au/fapi/datastream/unsworks:41197/SOURCE02?view=true.

MLA Handbook (7th Edition):

Shao, Bo. “Individual and cross-cultural differences in the impacts of leader anger expressions on leader effectiveness.” 2016. Web. 28 Nov 2020.

Vancouver:

Shao B. Individual and cross-cultural differences in the impacts of leader anger expressions on leader effectiveness. [Internet] [Doctoral dissertation]. University of New South Wales; 2016. [cited 2020 Nov 28]. Available from: http://handle.unsw.edu.au/1959.4/56689 ; https://unsworks.unsw.edu.au/fapi/datastream/unsworks:41197/SOURCE02?view=true.

Council of Science Editors:

Shao B. Individual and cross-cultural differences in the impacts of leader anger expressions on leader effectiveness. [Doctoral Dissertation]. University of New South Wales; 2016. Available from: http://handle.unsw.edu.au/1959.4/56689 ; https://unsworks.unsw.edu.au/fapi/datastream/unsworks:41197/SOURCE02?view=true

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