Leader Apologies and Employee and Leader Well-Being

Alyson Byrne (), Julian Barling () and Kathryne Dupré ()

Journal of Business Ethics, 2014, vol. 121, issue 1, 106 pages

Abstract: Regardless of leaders’ efforts to do the right thing and meet performance expectations, they make mistakes, with possible ramifications for followers’ and leaders’ well-being. Some leaders will apologize following transgressions, which may have positive implications for their followers’ and their own well-being, contingent upon the nature and severity of the transgressions. We examine these relationships in two separate studies. In Study 1, leader apologies had a positive relationship with followers’ psychological well-being and emotional health, and these relationships were moderated by the severity of the transgression. In Study 2, leader apologies had a positive relationship with their own psychological well-being, positive emotional health and authentic pride. In addition, the nature of transgressions moderated the relationship between leader apologies and leaders’ positive emotions and authentic pride, while the severity of transgressions moderated the relationship between leader apologies and their positive emotions, psychological health, and authentic pride. Implications and future research directions are discussed. Copyright Springer Science+Business Media Dordrecht 2014

Keywords: Apologies; Authentic pride; Emotions; Leadership; Transgressions; Well-being (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (5)

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DOI: 10.1007/s10551-013-1685-3

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