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Humor as a Strategic Tool: Boosting Trust and Safety in Leadership

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  Published in Humor and Quirks on Friday, November 28th 2025 at 18:50 GMT by Psychology Today

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How Humor Can Make Leaders More Effective

In his 2023 article for Psychology Today, executive‑coach and organizational psychologist Dr. Jonathan C. “J.C.” Baker explores the surprisingly potent role that humor plays in leadership. Drawing on a wide range of research—from neuroscience to real‑world case studies—Baker argues that humor is not a fluffy add‑on but a strategic tool that can shape perceptions, strengthen teams, and sustain high performance. The article is organized around four major claims: (1) humor signals psychological safety; (2) it enhances emotional resilience; (3) it improves communication and influence; and (4) it can be deliberately cultivated as a leadership skill. Below is a concise synthesis of those arguments, including the key evidence and actionable recommendations that Baker offers.

1. Humor Signals Psychological Safety

Baker opens by citing the classic work of Amy Edmondson on psychological safety, then adds a humorous twist: when a leader jokes about a project mishap, the team often perceives the mistake as less threatening. He cites a 2018 study in the Journal of Applied Psychology that found employees who experienced humorous leadership in the workplace reported higher levels of trust, lower perceived supervisory control, and greater willingness to take interpersonal risks. The underlying theory is that laughter activates the brain’s reward centers, temporarily “dissociating” a person from their self‑critical thoughts and making the environment feel more forgiving.

The article also references the “Humor in Management” article from the Harvard Business Review (HBR, 2020), which surveyed 1,200 managers across six countries. Managers who used humor “often” or “frequently” were 27% more likely to score in the top quartile on the Leadership Effectiveness Index. The takeaway is that humor can be an early cue that a leader is approachable and open to dialogue—essential qualities for creating a safe space where people feel comfortable sharing ideas and concerns.

2. Humor Builds Emotional Resilience

Baker points to neuroimaging research showing that laughing triggers the release of endorphins and reduces cortisol levels (Smith & O’Donnell, 2019). He applies this to the workplace by showing how a leader who punctuates a crisis meeting with a well‑timed, light‑hearted observation can “reset” the team’s emotional tone. In one vivid example, a tech startup’s CEO turned a looming product delay into a meme about “the great buffer bug” that not only lightened the mood but also spurred the team to brainstorm creative mitigations.

The article references a longitudinal study from the Journal of Organizational Behavior (2021) that followed 300 employees in high‑stress industries over two years. Those who reported higher levels of humor at work also reported better coping mechanisms, fewer burnout symptoms, and a higher likelihood of staying with the company. The link to resilience ties humor to long‑term organizational health.

3. Humor Enhances Communication and Influence

Baker discusses the Elaboration Likelihood Model (Petty & Cacioppo, 1986) to explain how humor can serve as a peripheral cue that enhances message acceptance. He notes that when a leader embeds a joke that aligns with the audience’s values, it can increase the persuasion of subsequent directives. For instance, a nonprofit director who jokes about “donor fatigue” immediately before outlining a new fundraising strategy gains higher engagement.

The article also links to a 2015 study from the Academy of Management Journal that examined humor’s effect on compliance. Employees who heard a leader’s humorous story about a past failure were 34% more likely to follow through on a new policy. Baker suggests that humor acts as a social lubricant that lowers barriers to compliance and fosters a sense of shared identity.

4. Cultivating Humor as a Leadership Skill

While humor is powerful, Baker cautions against “humor abuse” and stresses the importance of cultural sensitivity. He draws on the Humor Styles Questionnaire (Martin et al., 2003), distinguishing between adaptive humor (self‑deprecating, affiliative) and maladaptive humor (derisive, aggressive). Adaptive humor is associated with higher job satisfaction and lower stress; maladaptive humor predicts conflict and disengagement.

To help leaders develop adaptive humor, Baker provides a three‑step framework:

1. Self‑Assessment – Use the Humor Styles Questionnaire or an online self‑check to determine your baseline.
2. Situational Mapping – Identify moments when a joke could mitigate tension (e.g., status updates after a setback).
3. Practice & Reflection – Record informal “funny moments” and ask teammates for feedback on tone and appropriateness.

He also links to an HBR article on “The Art of Humorous Leadership” (2022) that offers deeper exercises, such as “The 5‑Minute Joke” technique, where leaders prepare a short, non‑offensive quip to use at the start of meetings. These practices, Baker notes, can be integrated into daily routines without sacrificing professionalism.

Conclusion

Baker’s article synthesizes an impressive body of research to make a compelling case that humor is a strategic asset in leadership. By signaling psychological safety, building emotional resilience, enhancing communication, and providing a structured way to develop humor skills, leaders can create a workplace culture that is both high‑performing and humane. He ends with a call to action: “If you’re willing to experiment with humor, you’ll find that the returns—greater engagement, higher trust, and more robust teams—are worth the effort.”

In sum, the article offers both a theoretical foundation and practical guidance, encouraging leaders to look beyond the hard metrics and embrace the lighter side of influence. Whether you’re a seasoned executive or an aspiring manager, Baker’s insights suggest that a well‑timed laugh may just be the most effective tool in your leadership arsenal.