Leaders make mistakes: A multilevel consideration of why

Samuel T. Hunter; Brian W. Tate; Jessica L. Dzieweczynski; Katrina E. Bedell-Avers

doi:10.1016/j.leaqua.2011.02.001

Leaders make mistakes: A multilevel consideration of why

Samuel T. Hunter, Brian W. Tate, Jessica L. Dzieweczynski, Katrina E. Bedell-Avers

Psychology

Research output: Contribution to journal › Article › peer-review

33 Scopus citations

Abstract

Errors make up a substantial portion of the fabric of leadership, yet we know very little about how and why they occur. Using Fleishman et al.'s (1991) behavioral taxonomy as a foundation, we offer a multilevel theoretical framework for understanding the causes of leader error - discussing leader, group and organization level influences. The results of the effort reveal several key themes, including the negative impact of timeframe, complex influence of expertise, causes of rigidity in problem solving, and the key role of the subordinate in minimizing the negative impacts of error. A closer consideration of these themes reveals several practical and theoretical implications for reducing the frequency and severity of leader errors. We conclude with a discussion of directions for future research.

Original language	English (US)
Pages (from-to)	239-258
Number of pages	20
Journal	Leadership Quarterly
Volume	22
Issue number	2
DOIs	https://doi.org/10.1016/j.leaqua.2011.02.001
State	Published - Apr 2011

All Science Journal Classification (ASJC) codes

Business and International Management
Applied Psychology
Sociology and Political Science
Organizational Behavior and Human Resource Management

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10.1016/j.leaqua.2011.02.001

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abstract = "Errors make up a substantial portion of the fabric of leadership, yet we know very little about how and why they occur. Using Fleishman et al.'s (1991) behavioral taxonomy as a foundation, we offer a multilevel theoretical framework for understanding the causes of leader error - discussing leader, group and organization level influences. The results of the effort reveal several key themes, including the negative impact of timeframe, complex influence of expertise, causes of rigidity in problem solving, and the key role of the subordinate in minimizing the negative impacts of error. A closer consideration of these themes reveals several practical and theoretical implications for reducing the frequency and severity of leader errors. We conclude with a discussion of directions for future research.",

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AU - Hunter, Samuel T.

AU - Tate, Brian W.

AU - Dzieweczynski, Jessica L.

AU - Bedell-Avers, Katrina E.

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AB - Errors make up a substantial portion of the fabric of leadership, yet we know very little about how and why they occur. Using Fleishman et al.'s (1991) behavioral taxonomy as a foundation, we offer a multilevel theoretical framework for understanding the causes of leader error - discussing leader, group and organization level influences. The results of the effort reveal several key themes, including the negative impact of timeframe, complex influence of expertise, causes of rigidity in problem solving, and the key role of the subordinate in minimizing the negative impacts of error. A closer consideration of these themes reveals several practical and theoretical implications for reducing the frequency and severity of leader errors. We conclude with a discussion of directions for future research.

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Leaders make mistakes: A multilevel consideration of why

Abstract

All Science Journal Classification (ASJC) codes

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