Apologies and Transformational Leadership |
| |
Authors: | Sean Tucker Nick Turner Julian Barling Erin M Reid Cecilia Elving |
| |
Institution: | (1) Queen’s School of Business, Queen’s University, Kingston, Ontario, K7L 3N6, Canada |
| |
Abstract: | This empirical investigation showed that contrary to the popular notion that apologies signify weakness, the victims of mistakes
made by leaders consistently perceived leaders who apologized as more transformational than those who did not apologize. In
a field experiment (Study 1), male referees who were perceived as having apologized for mistakes made officiating hockey games
were rated by male coaches (n = 93) as more transformational than when no apology was made. Studies 2 (n = 50) and 3 (n = 224) replicated this effect in two vignette studies to enhance internal and ecological validity. Contrary to expectations
in Study 3, there were no apology×leader gender interactions. Theoretical and practical implications are discussed. |
| |
Keywords: | apologies moral leadership transformational leadership |
本文献已被 SpringerLink 等数据库收录! |
|