In today's complex and fast-paced work environments, open communication about errors is increasingly recognized as vital to learning, ethical leadership, and team effectiveness. While prior field research suggests that leaders who disclose their own errors may encourage followers to reciprocate with similar openness, the causal psychological mechanisms behind this process remain unclear. In addition, the construct of leader error sharing is often broadly defined. In this study, we adopt a focused definition: leader error sharing refers to the extent to which leaders openly acknowledge and discuss their own errors within the team.
Building on social learning theory, we argue that followers observe and internalize behavioral norms modeled by their leaders, especially when leaders take the initiative to openly and transparently communicate their past errors. Drawing on previous research, we focus specifically on leader error sharing involving high-severity, low-visibility errors, which are highlighted as especially meaningful in shaping leader-follower trust.
Across a vignette-based experimental study, we explore followers' understanding of leader error sharing and examine how it influences followers' willingness to disclose their own errors to the leader. Specifically, we examine whether this relationship is mediated by followers' perceptions of the leader's ethical conduct. Sample participants are recruited from Prolific Academic (N=200).
This research addresses a key gap, moving beyond correlational studies to experimentally test the causal impact of leader error sharing and its specific dimensions. Data collection is ongoing; results will be available prior to the conference. Findings contribute theoretically to social psychology at work, specifically focusing on leadership relationships; and practically with insights into how leaders can foster decent work conditions for employees, promoting inclusive cultures of learning and trust through intentional self-disclosure.