Purpose　The　purpose　of　this　study　is　to　understand　the　conditions　in　which　subordinates,　after　making　a　mistake,　are　more　likely　to　engage　in　feedback　avoidance　behaviour　(FAB),　a　set　of　behaviours　that　could　ultimately　jeopardise　patient　safety　in　a　health　care　context.　Design/methodology/approach　This　study　used　a　sample　of　183　independent　leader-subordinate　dyads　in　the　health　care　service　sector.　For　this　study,　a　multiple　mediator　model　in　which　three　types　of　conflict　(task　conflict,　relationship　conflict　and　process　conflict)　were　tested　and　acted　as　mediating　mechanisms　that　transmitted　the　effects　of　perceived　dissimilarity　to　FAB.　Findings　The　results　supported　the　mediating　role　of　two　of　the　three　forms　of　conflict　and　highlighted　the　consequences　of　dissimilarity　between　supervisors　and　subordinates　in　the　healthcare　setting.　Research　limitations/implications　-　One　of　the　noteworthy　limitations　of　this　study　was　that　this　study　used　cross-sectional　time-lagged　data.　Future　research　should　use　a　more　rigorous　longitudinal　approach　such　as　a　cross-lagged　design　(Whitman　et　al.,　2012)　to　explore　the　dynamic　nature　of　dyadic　relationships　over　time.　Practical　implications　-　An　important　implication　of　our　study　results　suggests　that　health　care　leadership　development　training　should　provide　opportunities　to　increase　awareness　of　the　tendency　of　leaders　to　treat　subordinates　perceived　as　dissimilar　more　negatively.　Originality/value　These　results　contribute　to　our　understanding　of　the　interpersonal　processes　between　subordinates　and　their　supervisors,　which　could　have　a　significant　impact　on　organisational　outcomes　in　the　health　care　setting.