Laughing at the Boss’s Jokes: More Than Just a Punchline

In the acclaimed TV series The Sopranos, there’s a memorable scene where Tony Soprano tells a joke to his captains. The room erupts in laughter—except for one person. Amid the loud guffaws, Tony notices that Ralph Cifaretto remains silent.

This subtle refusal to join in is more than just a personal choice; it’s a quiet act of defiance. In this setting, laughter is more than a response to humor—it’s a sign of loyalty and respect. By not laughing, Ralph challenges Tony’s authority, highlighting how humor can function as a social barometer in hierarchical environments.

The Double-Edged Sword of Leadership Humor

Leadership humor is defined as a leader’s attempt to provoke laughter or amusement through jokes, comments, or gestures. While humor is often celebrated as a powerful leadership tool, it remains one of the least understood communication strategies in the workplace.

Researchers and practitioners alike have long sought to unravel the mystery behind leadership humor. When used effectively, humor can foster team cohesion, reduce stress, and build rapport. However, when misused—or when employees feel compelled to fake their amusement—it can have detrimental effects.

The Hidden Cost of Faking Laughter

The study Faking It with the Boss’s Jokes? delves into how leadership humor influences workplace dynamics, particularly when employees feel pressured to laugh despite finding the joke unfunny. This phenomenon, known as “surface acting,” requires employees to display emotions they do not genuinely feel.

Faking laughter is not a harmless gesture. It demands cognitive and emotional energy, contributing to emotional exhaustion and diminishing job satisfaction. The study found that this effect is particularly pronounced in organizations with a high power distance, where hierarchical gaps are significant. In such environments, employees often feel compelled to laugh out of fear of negative repercussions, leading to increased stress, reduced performance, and even an impact on their well-being outside of work.

Power Dynamics and the Burden of Amusement

Xiaoran Hu and colleagues highlight a critical issue: the greater the power differential, the more pressure employees feel to respond positively to a leader’s humor. Those lower in the hierarchy often experience a stronger obligation to laugh along, whereas peers or higher-ups might afford themselves more freedom in their reactions.

The expectation of laughter creates a paradox. When a boss attempts to be funny, they automatically seek a response, rendering humor neither neutral nor trivial. Employees then have only a split second to decide whether to fake a laugh, how much to laugh, and how authentic it should sound—all while gauging the leader’s sensitivity to the joke’s reception.

The stakes are high. A poorly faked laugh can backfire, potentially damaging the employee’s standing more than remaining stoic. It is a delicate balancing act between managing their own emotions and anticipating the leader’s reaction.

The Real Work of Emotional Labor

The study underscores two key takeaways:

1. Leaders are rarely as funny as they might believe. Much of the laughter they hear is not genuine but rather a form of social compliance.
2. Emotional labor is real labor. The energy expended in managing emotional displays—such as faking laughter—has tangible consequences.

Ultimately, a culture where employees feel forced to laugh can create a toxic work environment. The consequences are not limited to reduced job performance; they extend to personal well-being, blurring the line between professional expectations and personal authenticity.

Conclusion: Authenticity Over Amusement

For leaders, the lesson is clear: humor should be wielded thoughtfully. It is not merely about getting a laugh but about fostering genuine connections and creating an environment where authenticity is valued over forced amusement. When laughter becomes an obligation rather than a choice, the joke is no longer funny—and everyone feels the strain.

Source: Hu, Xiaoran, Parke, Michael R., Peterson, Randall S. and Simon, Grace M. (2024) Faking it with the boss’s jokes? Leader humor quantity, follower surface acting, and power distance. Academy of Management Journal, 67 (5). 1175 – 1206. ISSN 0001-4273.