Leaders make mistakes: A multilevel consideration of why

被引：24

作者：

Hunter, Samuel T. ^{[1
]}

Tate, Brian W. ^{[1
]}

Dzieweczynski, Jessica L. ^{[1
]}

Bedell-Avers, Katrina E. ^{[2
]}

机构：

[1] Penn State Univ, University Pk, PA 16802 USA

[2] Univ Oklahoma, Norman, OK 73019 USA

来源：

LEADERSHIP QUARTERLY | 2011年 / 22卷 / 02期

关键词：

Leadership; Errors; Mistakes; Multilevel; BASE-RATE FALLACY; POSITIVE AFFECT; DECISION-MAKING; ERROR MANAGEMENT; CREATIVE THOUGHT; TIME PRESSURE; GROUPTHINK; WORK; PERFORMANCE; PSYCHOLOGY;

D O I：

10.1016/j.leaqua.2011.02.001

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

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. (C) 2011 Elsevier Inc. All rights reserved.

引用

页码：239 / 258

页数：20

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