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PurposeThis 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/approachThis 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.FindingsRelationship 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 implicationsOrganizations should carefully consider the impact of leader errors and their context and develop strategies for error management and recovery.Originality/valueThis 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. |
