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We introduce and operationalize a new construct: team leader modeling fallibility in this study. We hypothesize that team leader modeling fallibility influences members' learning from errors through three mediators: psychological safety, error strain, and error-related self-efficacy. Using data collected from two large Canadian accounting firms, we found the supporting evidence of an overall positive impact of team leader modeling fallibility on members' learning from errors. We conclude by discussing the theoretical and practical implications of this study. [ABSTRACT FROM AUTHOR]