Table 2 Codes and levels resulting from data analysis in selective coding
From: A distinct look at a transcendental phenomenon: the grounded theory model of leader humour
No. | Primary codes | Secondary codes | Levels |
|---|---|---|---|
1 | Ability to laugh at self-weaknesses | Capacity | Components of leader sense of humour |
2 | Openness to experience humour | ||
3 | Knowing the norms in the context | Perceiving situations and conditions | |
4 | Knowing the situation based on experience | ||
5 | Perceiving the time and place of humour | ||
6 | Knowing the audience’s personality | Emotional intelligence | |
7 | Understanding other people’s feelings | ||
8 | Ability to interact with colleagues | ||
9 | Ability to communicate verbally | Verbal intelligence | |
10 | Vocabulary knowledge | ||
11 | Verbal effectiveness | ||
12 | Finding solutions in communication | Creativity | |
13 | Understanding the humorous aspects of subjects | ||
14 | Personality extroversion | Individual differences | |
15 | Intuitive thinking | ||
16 | Mastery of the subject | ||
17 | Preventing and diffusing tension | Removing conflicts and tensions | Organisational factors |
18 | Preventing confrontation and disputes | ||
19 | Humour in difficulties | ||
20 | Reducing work stress and pressures | Smoothing office relationships | |
21 | Improving emotionless office relationships | ||
22 | Breaking an unfriendly atmosphere | ||
23 | Decreasing formality | ||
24 | Cheerfulness in relationships | Informal relationships between leader and members | |
25 | Conviviality between leader and follower | ||
26 | Sympathy | ||
27 | Introducing a feeling of engagement to the department | ||
28 | Humour at the right time | Improvisation | Humour expression |
29 | Humour in the right situation | ||
30 | Brief words | Wit | |
31 | Surprising the audience with specific words | ||
32 | Complicated expressions | ||
33 | Proverbs | Prefabricated patterns | |
34 | Tales | ||
35 | Poems | ||
36 | Social media content | ||
37 | Hypothesis | ||
38 | Knowledge of current topics of interest | ||
39 | Native accent | ||
40 | Benevolent intention | Benign violation | Attributes of humour |
41 | Normative acceptability | ||
42 | Incongruity | ||
43 | Avoiding extremism | Moderation | |
44 | Avoiding offensive concepts | ||
45 | Avoiding farce | ||
46 | Humorous responses | Verbal | Reaction to humour |
47 | Body language | Nonverbal | |
48 | Increased popularity of leader | Leader-related outcomes | Individual outcomes |
49 | Increased legitimacy of leader | ||
50 | Creating charisma for the leader | ||
51 | Improving personal performance | Follower-related outcomes | |
52 | Improving job satisfaction | ||
53 | Improving creativity | ||
54 | Improving motivation | ||
55 | Improving commitment | ||
56 | Increasing the intention to stay | ||
57 | Job embeddedness | ||
58 | Showing extra-role behaviour | ||
59 | Increasing intimacy between members | Organisational micro-outcomes | Organisational outcomes |
60 | Deepening relationships | ||
61 | Sharing knowledge | ||
62 | Increasing solidarity and cohesion | ||
63 | Progressing goals | Organisational macro-outcomes | |
64 | Improving organisational performance | ||
65 | Organisational support | ||
66 | Reducing the power distance | ||
67 | Followers’ literacy | Demographics of followers | Characteristics of followers |
68 | Followers’ career | ||
69 | Gender similarity between follower and leader | ||
70 | Follower sense of humour | Behavioural and personal characteristics of followers | |
71 | Previous experience | ||
72 | Follower insight into the leader | ||
73 | Cynicism | ||
74 | Follower humility | ||
75 | Sensitive personality | ||
76 | Prejudice | ||
77 | Malice | ||
78 | Leaders’ literacy | Demographics of leader | Characteristics of leader |
79 | Leaders’ career | ||
80 | Age similarity between leaders and followers | ||
81 | Justice | Behavioural and personal characteristics of leader | |
82 | Charisma | ||
83 | Lack of explicitness | ||
84 | Lack of hypocrisy | ||
85 | Leaders’ humility | ||
86 | Department size | Demographics of a department | Characteristics of a department |
87 | Department composition | ||
88 | Department cohesion | Behavioural characteristics of a department | |
89 | Department norms | ||
90 | Department acceptance of an individual | ||
91 | Leader effectiveness | Improving leaders’ position | Leader-member exchange improvement |
92 | Trust in leader | ||
93 | Increasing energy | Stimulating positive emotions of followers | |
94 | Psychological well-being | ||
95 | Improving human relationships | Improving organisational communications | Refinement of the organisational atmosphere |
96 | Reducing social distance | ||
97 | Creating happiness | Positive environmental atmosphere | |
98 | Increasing cheerfulness | ||
99 | Improving joyfulness | ||
100 | Respect culture | Cultural empowers | Cultural factors |
101 | Low power distance | ||
102 | Similarity between ethical and local culture | ||
103 | Department, faculty, and university culture | ||
104 | Joint research projects | Research and scientific collaborations | Environmental contexts |
105 | Joint theses and dissertations | ||
106 | Joint scientific papers | ||
107 | Different groups of professors on social media | Social media | |
108 | Direct two-sided relationships on social media | ||
109 | Formal meetings of departments | Meetings of educational departments | |
110 | Informal meetings of departments |