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Double-edged sword effects of leader self-deprecating humor on employee feedback-seeking behavior: A social perception perspective

Author

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  • Yang, Chen
  • Zhang, Lu
  • Zhang, Ying
  • Sun, Jinhua

Abstract

Leaders’ expressions of humor play an indispensable role in shaping employee attitudes and behaviors. However, little is known about how leader self-deprecating humor affects employee feedback-seeking behavior. Drawing on social perception theory, we propose that leader self-deprecating humor has double-edged sword effects on employee feedback-seeking behavior. Using data obtained from 192 employees and 56 supervisors over three waves, Study 1 indicates that employees perceive leaders who display self-deprecating humor as warm, consequently demonstrating more feedback-seeking behavior. However, when leaders are perceived as incompetent, self-deprecating humor decreases employee feedback-seeking behavior. Study 2 has three phases with multiple sources and further explores whether employee perspective taking is a contingent factor in the relationship between leader self-deprecating humor and employee feedback-seeking behavior. The results demonstrate that leaders displaying self-deprecating humorous behavior are more likely to be judged as warm than incompetent, especially for employees high in perspective taking, thus inducing more feedback-seeking behavior.

Suggested Citation

  • Yang, Chen & Zhang, Lu & Zhang, Ying & Sun, Jinhua, 2026. "Double-edged sword effects of leader self-deprecating humor on employee feedback-seeking behavior: A social perception perspective," Journal of Business Research, Elsevier, vol. 208(C).
    • Handle: RePEc:eee:jbrese:v:208:y:2026:i:c:s0148296326001165
    DOI: 10.1016/j.jbusres.2026.116082
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