第五章 研究結論
第三節 研究建議
一、學術研究建議
(一) 華人文化下的自我貶抑型幽默風格
自我眨抑型幽默風格之效果，應進一步檢視在不同文化框架底下，可能具備之不 同意涵。就本文前述論述，過去研究由於未進一步將幽默的成分風格進行剖析，多半 簡單將「幽默」視為正向且健康的態度；但隨著構念的精緻化與更多研究的累積，可 以發現幽默就像是一把雙刃劍(Double-edged Sword)(Malone, 1980)，具有正向與負向 的雙面影響。尤其是當進一步考慮東西方不同的文化框架，就發現自我貶抑型幽默並 非如過去西方研究顯示：是一個完全是負面的概念。當組織中的領導者或是部門主管
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在使用自我貶抑型幽默時，可能反而是一種謙虛的美德，有助於在團體中的人際和諧，
這使得自我解嘲的正面效果也更為明顯。這樣的結果與前述西方文化底下的研究發現 迥異，是本研究的其中一個重要發現；建議未來研究在針對幽默這個饒富生趣的議題，
應進一步納入文化框架的考慮，方能對幽默風格的本質、及其可能的實務應用，提供 更具意義的認識。
(二) 攻擊型幽默的成分構念有待進一步探討
依照本文前述黃光國(1988)的構念，在職場中的主管與部屬的角色關係應是一種 混合性關係，在這種混合性關係裡面，並不像原級團體那樣深厚到可以隨意表現出真 誠行為，而是會依照「差序格局」與「人情法則」，依照特殊個人的關係而給予特殊 待遇。所以，如果是單就自己人/外人的向度來看，在華人文化以外人為對象的攻擊 型可能是較能被接受，較符合「差序格局」與「人情法則」。但攻擊型幽默涵蓋的課 題可能不僅如此而已，除了攻擊型幽默的攻擊對象為何－「是自己人/外人?」之外，
攻擊型幽默發生的情境為何?在東西方不同文化底下，攻擊者、被攻擊者各自主觀的 知覺與認知解釋如何?在在可能影響攻擊型幽默之意涵、及其對主體(攻擊者)與客體 (被攻擊者)之可能結果。
再者，攻擊型幽默是否即是西方文獻中所謂的嘲弄(Teasing)呢?嘲弄(Teasing)是在 西方探討人際互動行為的重要議題之一，也是在人們日常生活中相當常見的人際互動 行為。Drew(1987)定義嘲弄同時包含有攻擊與玩笑成分的人際行為。Alberts (1992)定 義嘲弄為一種攻擊性的言語表達。Shapiro, Baumeister and Kessler (1991)從操作型定義 的觀點，指出嘲弄是一種嘲弄者對被嘲弄者的個人訊息傳達，它包括攻擊 Aggression)、
幽默(Humor)與模稜兩可(Ambiguity)三個成分。亦即，Shapiro et al. (1991) 認為嘲弄 並非是純粹的幽默或攻擊，而是兩者的結合。更進一步，Kowalski (1998)以及 Kowalski, Howerton and McKenzie (2001)則從自我認同(Selfidentity)的角度，將嘲弄定義為幽默 表達的認同質疑(Identity Confrontation Couchedin Humor)。其中認同質疑指的是嘲弄 通常會對被嘲弄者某些部分的自我(Self)或認同(Identity)產生某種程度的質疑，而幽默
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表達則是指嘲弄確實是建構在幽默之上，是以玩笑與幽默的方式來表達，而不論嘲弄 者或被嘲弄者是否覺察到嘲弄中含有幽默。就上述定義可知，嘲弄是包含了正向的幽 默/玩笑與負向的攻擊/敵意兩種成分，二者似乎相當神似；但該二構念究竟是等同的 構念?抑或其間的巧妙差異何在?實是本研究未盡之重要課題，有待後續研究進一步探 討。
(三) 樣本群體的深入研究探討
如同在第一章節中的研究限制所述，由於多層次研究的樣本規模較為龐大且抽樣 規則也較為複雜，使得在樣本資料的取得上非常困難，也因而無法針對產業別、企業 規模、部門屬性進行分析或是進一步比較不同產業、不同企業規模或是不同部門屬性 在領導者幽默風格上的不同，著實為本研究之遺憾。因此，在後續研究的建議上，若 能建立大型資料庫，依據多層次研究的樣本決定規則，繼而針對領導者的幽默風格在 產業別、企業規模、部門屬性或是其他對於組織研究上具有意義的類別項目進行應用 分析，所獲致的結果會使得幽默領導之研究更臻完整。
二、實務場域建議
組織中的領導者或是單位主管應該常以自我提升型幽默來面對職場中複雜多變 的競爭環境，且避免使用攻擊型幽默及自我貶抑型幽默來作為與組織成員之間的人際 互動溝通，並在適當的時機與場合運用產生聯繫型幽默來潤滑組織中的互動關係。就 組織而言，更積極地作法則是傾向挑選具有自我提升型幽默特質的人作為晉升單位主 管的條件之一，甚至在往後的教育訓練上也能著重在自我提升型幽默的培養與訓練。
就長期來看，在企業組織中善用幽默領導且營造良好互動的職場氣氛與關係品質，藉 由更積極且正面的組織文化，繼而激發員工的工作績效，進而達成組織目標。
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