Examining the effect of leader self-deprecating humor on subordinate learning from failure

Purpose This study aims to explore the effect of leader self-deprecating humor on subordinate learning from failure by considering task reflexivity as an explanatory mechanism and leader–subordinate value congruence as a boundary condition. Design/methodology/approach We conducted a multi-wave survey of 342 members from 61 teams in a large research institute in China. Given the nested data, we used multilevel path analysis to test our moderated mediation model. Findings The results show that leader self-deprecating humor has positive indirect effects on subordinate learning from failure via task reflexivity, and this mediation effect is stronger when leader–subordinate value congruence is higher. Originality/value This study extends the literature on learning from failure by illustrating how leader self-deprecating humor can influence subordinates’ learning from failure in the innovation context.