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.
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.
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.
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.
