Leaders make mistakes: A multilevel consideration of why

‘An error is feedback’: the experience of communication error management in crisis negotiations

“…They pointed to both the multitude of people that are present at the scene with different interests and information (e.g., tactical team, media, relatives of perpetrator; Giebels & Noelanders, 2004;St-Yves & Michaud, 2012) and the struggle for control that occurs when the motivations are likely behaviors of the perpetrator cannot be predicted (Donohue & Taylor, 2003). These factors mirror the 'negative impact of timeframe' and 'complex influence of expertise' factors that have been shown to predict mistakes in other organizational contexts (Hunter, Tate, Dzieweczynski, & Bedell-Avers, 2011).…”

The Effect Of Humble Leader Behavior, Leader Expertise, And Organizational Identification On Employee Turnover Intention

“…Leaders, severed as experts, usually have more knowledge and skills about a given domain than novices and are able to organize their knowledge in more meaningful ways (Hunter, Tate, Dzieweczynski, & Bedell-Avers, 2011). When it comes to problem-solving, leaders are required to have the ability to identify the problem, comprehend it, define it, and guide followers to solve it (Mumford, Friedrich, Caughron, & Byrne, 2007).…”

Relationships among applications of tacit knowledge and transformational/transactional leader styles

“…With those subtests, the means or factor scores were the best measures of leadership. Organizing responses into better and worse choice options is arguably sound because of the differences in how novices and experts make errors (Hunter, Tate, Dzieweczynski, & Bedell-Avers, 2001).…”