<p>Feedback acceptance is critical for employee learning, performance, and growth, yet its benefits are limited when feedback is not effectively accepted, making it essential to understand the interpersonal factors shaping how feedback is received. Although leader behaviors influence feedback reception, the role of leader humor has often been inferred rather than directly examined, and leader trust, while frequently considered relevant, has not been studied in depth in this context. Accordingly, this study examines the indirect effect of leader humor on subordinate feedback acceptance, focusing on the mediating roles of affect-based and cognitive-based leader trust, and investigates the moderating role of leader self-deprecating humor in these relationships. Data were collected from 217 participants across two phases over 1.5 months, and hypotheses were tested using hierarchical regression (PROCESS; Hayes, 2023), bootstrapping, and the Sobel test. Results indicate that leader humor positively and indirectly influences feedback acceptance through both trust dimensions. Moreover, leader self-deprecating humor significantly weakens the positive effect of cognitive-based trust on feedback acceptance, supporting the negative edge of its double-edged nature. Although self-deprecating humor is often associated with relational benefits, no significant effects were found for affect-based trust. This study integrates both trust dimensions with employees’ cognitive and affective responses to feedback, offering a more nuanced understanding of how leader humor shapes feedback acceptance and highlighting potential risks of self-deprecating humor in leadership.</p>