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Article
Publication date: 19 April 2022

Matthew P. Crayne and Samuel T. Hunter

This study aims to examine how the characteristics of leader errors impact perceptions and reactions of followers, particularly their willingness to follow a leader in the future…

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Abstract

Purpose

This study aims to examine how the characteristics of leader errors impact perceptions and reactions of followers, particularly their willingness to follow a leader in the future and perceptions of error severity. Expanding upon the leader error and transgressions literature, this study considers how the timing of an error may influence how the error is interpreted.

Design/methodology/approach

This study’s sample included 283 students engaged in a 2 × 2 factorial designed laboratory experiment. Multiple regression analyses were conducted to determine whether error timing moderated the relationship between error type and two outcomes, willingness to follow and perceived error severity.

Findings

Relationship errors resulted in the worst outcomes and perceptions regardless of when they occurred. Task errors were judged as less impactful when occurring early in a task than later in a task. These results suggest that followers are more accepting of task leader errors when they have opportunities to recover from them, but consistently judge relationship errors as damaging.

Practical implications

Organizations should carefully consider the impact of leader errors and their context and develop strategies for error management and recovery.

Originality/value

This research addresses calls from scholars for greater consideration of temporality as a contextual variable in leader-follower dynamics, as well as those to take a more follower-centric approach to leadership research. This study also replicates prior leader error research and extends leader error theories to provide new avenues for future research.

Details

Leadership & Organization Development Journal, vol. 43 no. 4
Type: Research Article
ISSN: 0143-7739

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Book part
Publication date: 15 July 2019

Samantha L. Jordan, Andreas Wihler, Wayne A. Hochwarter and Gerald R. Ferris

Introduced into the literature a decade ago, grit originally defined as perseverance and passion for long-term goals has stimulated considerable research on positive effects…

Abstract

Introduced into the literature a decade ago, grit originally defined as perseverance and passion for long-term goals has stimulated considerable research on positive effects primarily in the academic and military contexts, as well as attracted widespread media attention. Despite recent criticism regarding grit’s construct and criterion-related validity, research on grit has begun to spill over into the work context as well. In this chapter, the authors provide an overview of the initial theoretical foundations of grit as a motivational driver, and present newer conceptualizations on the mechanisms of grit’s positive effects rooted in goal-setting theory. Furthermore, the authors also draw attention to existing shortcomings of the current definition and measurement of grit, and their implications for its scientific and practical application. After establishing a theoretical understanding, the authors discuss the potential utility of grit for human resource management, related to staffing and recruitment, development and training, and performance management systems as well as performance evaluations. The authors conclude this chapter with a discussion of necessary and potential future research, and consider the practical implications of grit in its current state.

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Article
Publication date: 30 October 2024

Qinyan Gong, Di Fan and Timothy Bartram

Organizations are increasingly deploying algorithmic human resource management (HRM) for decision-making. Despite algorithms beginning to permeate HRM practices, our understanding…

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Abstract

Purpose

Organizations are increasingly deploying algorithmic human resource management (HRM) for decision-making. Despite algorithms beginning to permeate HRM practices, our understanding of how to interpret and leverage the functions of algorithmic HRM remains limited. This study aims to review the stock of knowledge in this field of algorithmic HRM and introduce a theoretical perspective of functional affordance to enhance the understanding of the value of algorithmic HRM.

Design/methodology/approach

A systematic literature review was conducted in this study based on 283 articles. The articles are extracted from the Web of Science and Scopus. The content of the articles was then integrated to formulate the framework for this study.

Findings

Functional affordance highlights algorithmic HRM can be systematically embedded within the organizational environment, with its characteristics naturally suggesting the functionalities or actions available for HR managers to choose from. The findings of this study demonstrate five features of algorithmic HRM from the perspective of functional affordance: awareness of algorithmic HRM, alignment with business model design, action readiness, adaptation to business context and attribution to individuality.

Originality/value

This study provides a novel perspective for understanding the insufficiently theorized application of algorithmic HRM within organizations. It presents an integrated framework that elucidates the key features of algorithmic HRM and elaborates on how organizations can better develop algorithm-driven capabilities based on functional affordance.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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