Skip to main content
SpringerLink
Log in

Please Accept My Sincerest Apologies: Examining Follower Reactions to Leader Apology

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Recognizing gaps in our present understanding of leader apologies, this investigation examines how followers appraise leader apologies and how these perceptions impact work-related outcomes. Results indicate that followers who viewed their leader as trustworthy or caring before a leader wrongdoing were more likely to perceive their leader’s apology to be sincere, as compared to followers who previously doubted their leader’s trustworthiness and caring. Attributions of apology sincerity affected follower reactions, with followers perceiving sincere apologies reporting greater trust in leadership, satisfaction with supervision, leader–member exchange quality, affective organizational commitment, and forgiveness than those reporting insincere or no apologies. A mediation model was supported, showing that attributions of apology sincerity fostered perceptions of humility, which enhanced perceptions of transformational leadership, and consequently garnered more positive follower reactions.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2
Fig. 3
Fig. 4

Similar content being viewed by others

References

  • Allen, N., & Meyer, J. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1–18. doi:10.1111/j.2044-8325.1990.tb00506.x.

    Article  Google Scholar 

  • Aquino, K., Tripp, T., & Bies, R. (2001). How employees respond to personal offense: The effects of blame attribution, victim status, and offender status on revenge and reconciliation in the workplace. Journal of Applied Psychology, 86(1), 52–59. doi:10.1037//0021-9010.86.1.52.

    Article  Google Scholar 

  • Aquino, K., Tripp, T., & Bies, R. (2006). Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations. Journal of Applied Psychology, 91(3), 653–668. doi:10.1037/0021-9010.91.3.653.

    Article  Google Scholar 

  • Bachman, G., & Guerrero, L. (2006). Forgiveness, apology, and communicative responses to hurtful events. Communication Reports, 19(1), 45–56. doi:10.1080/08934210600586357.

    Article  Google Scholar 

  • Bass, B. (1985). Leadership and performance beyond expectations. New York: Free Press.

    Google Scholar 

  • Bass, B. M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52, 130–139.

    Google Scholar 

  • Bass, B., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181–218. doi:10.1016/S1048-9843(99)00016-8.

    Article  Google Scholar 

  • Behrend, T. S., Sharek, D. J., Meade, A. W., & Wiebe, E. N. (2011). The viability of crowdsourcing for survey research. Behavior Research Methods, 43(3), 800–813. doi:10.3758/s13428-011-0081-0.

    Article  Google Scholar 

  • Berger, C., & Calabrese, R. (1975). Some exploration in initial interaction and beyond: Toward a developmental theory of communication. Human Communication Research, 1, 99–112. doi:10.1111/j.1468-2958.1975.tb00258.x.

    Article  Google Scholar 

  • Bono, G., McCullough, M., & Root, L. (2007). Forgiveness, feeling connected to others, and well-being: Two longitudinal studies. Personality and Social Psychology Bulletin, 34, 182–195. doi:10.1177/0146167207310025.

    Article  Google Scholar 

  • Bradfield, M., & Aquino, K. (1999). The effects of blame attributions and offender likableness on forgiveness and revenge in the workplace. Journal of Management, 25(5), 607–631.

    Article  Google Scholar 

  • Brown, R. (2003). Measuring individual differences in the tendency to forgive: Construct validity and links with depression. Personality and Social Psychology Bulletin, 29, 759–771. doi:10.1177/0146167203029006008.

    Article  Google Scholar 

  • Brown, R., & Philips, A. (2005). Letting bygones be bygones: Further evidence for the validity of the Tendency to Forgive scale. Personality and Individual Differences, 38, 627–638. doi:10.1177/014920639902500501.

    Article  Google Scholar 

  • Carless, S., Wearing, A., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389–405.

    Article  Google Scholar 

  • Conway, J., & Lance, C. (2010). What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25, 325–334. doi:10.1007/s10869-010-9181-6.

    Article  Google Scholar 

  • Crawford, J. R., & Henry, J. D. (2004). The Positive and Negative Affect Schedule (PANAS): Construct validity, measurement properties and normative data in a large non-clinical sample. British Journal of Clinical Psychology, 43, 245–265. doi:10.1348/0144665031752934.

    Article  Google Scholar 

  • Davis, D., Worthington, E., Jr, & Hook, J. (2010). Humility: Review of measurement strategies and conceptualization as personality judgment. The Journal of Positive Psychology, 5(4), 243–252. doi:10.1080/17439761003791672.

    Article  Google Scholar 

  • De Cremer, D., & Schouten, B. (2008). When apologies for injustice matter: The role of respect. European Psychologists, 13(4), 239–247. doi:10.1027/1016-9040.13.4.239.

    Article  Google Scholar 

  • De Cremer, D., Pillutla, M. M., & Folmer, C. R. (2011). How important is an apology to you? Forecasting errors in evaluating the value of apologies. Psychological Science, 22(1), 45–48. doi:10.1177/0956797610391101.

    Google Scholar 

  • De Graaf, S., Basford, T., Offermann, L., Graebner, R., & Jaffer, S. (2010). Can leader behavior reduce perceptions of racial microaggressions at work? In L. Offermann (Chair) (Ed.), Leadership and diversity: Science meets practice. Paper presented in a symposium at the Society for Industrial Organizational Psychology Annual Conference, Atlanta, GA.

  • Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628. doi:10.1037/0021-9010.87.4.611

    Google Scholar 

  • Enright, R. (2001). Forgiveness is a choice: A step-by-step process for resolving anger and Restoring hope. Washington: APA LifeTools.

    Google Scholar 

  • Erkutlu, H. (2008). The impact of transformational leadership on organizational and leadership effectiveness: The Turkish case. The Journal of Management Development, 27(7), 708–726.

    Article  Google Scholar 

  • Fehr, R., Gelfand, M., & Nag, M. (2010). The road to forgiveness: A meta-analytic synthesis of its situational and dispositional correlates. Psychological Bulletin, 136(5), 894–914. doi:10.1037/a0019993.

    Article  Google Scholar 

  • Goffman, E. (1971). Relations in public. New York: Harper Colophon Books.

    Google Scholar 

  • Goldsmith, R., Lafferty, B., & Newell, S. (2000). The impact of corporate credibility and celebrity credibility on consumer reaction to advertisements and brands. Journal of Advertising, 29(3), 43–54.

    Article  Google Scholar 

  • Graen, G., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247. doi:10.1016/1048-9843(95)90036-5.

    Article  Google Scholar 

  • Guan, X., Park, H., & Lee, H. (2009). Cross-cultural differences in apology. International Journal of Intercultural Relations, 33, 32–45. doi:10.1016/j.ijintrel.2008.10.001.

    Article  Google Scholar 

  • Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader–member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92(1), 269–277. doi:10.1037/0021-9010.92.1.269.

    Article  Google Scholar 

  • Ismail, A., Mohamed, H., Sulaiman, A., Mohamad, M., & Yusuf, M. (2011). An empirical study of the relationship between transformational leadership, empowerment and organizational commitment. Business and Economics Research Journal, 2(1), 89–107.

    Google Scholar 

  • Jones, E. E., & Davis, K. E. (1965). From acts to dispositions: The attribution process in person perception. In L. Berkowitz (Ed.), Advances in experimental social psychology (Vol. 2, pp. 219–266). San Diego: Academic Press.

    Google Scholar 

  • Judge, T., & Piccolo, R. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. doi:10.1037/0021-9010.89.5.755.

    Article  Google Scholar 

  • Kelley, D. (1998). The communication of forgiveness. Communication Studies, 49(3), 255–271. doi:10.1080/10510979809368535.

    Article  Google Scholar 

  • Korek, S., Felfe, J., & Zaepernick-Rothe, U. (2010). Transformational leadership and commitment: A multilevel analysis of group-level influences and mediating processes. European Journal of Work and Organizational Psychology, 19(3), 364–387. doi:10.1080/13594320902996336.

    Article  Google Scholar 

  • Levine, R., & West, L. (1976). Attraction as a function of boasting, self-apology, and credibility of an actor. Psychological Reports, 38, 1243–1246. doi:10.2466/pr0.1976.38.3c.1243.

    Article  Google Scholar 

  • Liu, J., Siu, O., & Shi, K. (2010). Transformational leadership and employee well-being: The mediating role of trust in the leader and self-efficacy. Applied Psychology: An International Review, 59(3), 454–479. doi:10.1111/j.1464-0597.2009.00407.x.

    Article  Google Scholar 

  • Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.

    Google Scholar 

  • McCroskey, J., & Teven, J. (1999). Goodwill: A reexamination of the construct and its measurement. Communication Monographs, 66(1), 90–103. doi:10.1080/03637759909376464.

    Article  Google Scholar 

  • McCullough, M. E., Fincham, F. D., & Tsang, J. (2003). Forgiveness, forbearance, and time: The temporal unfolding of transgression-related interpersonal motivations. Journal of Personality and Social Psychology, 84(3), 540–557.

    Article  Google Scholar 

  • McCullough, M. E., Rachal, K. C., Sandage, S. J., Worthington, E. L., Jr, Brown, S. W., & Hight, T. L. (1998). Interpersonal forgiving in close relationships: II. Theoretical and measurement. Journal of Personality and Social Psychology, 75(6), 1586–1603. doi:10.1037//0022-3514.75.6.1586.

    Article  Google Scholar 

  • McCullough, M., Root, L., & Cohen, A. (2006). Writing about the benefits of an interpersonal transgression facilitates forgiveness. Journal of Consulting and Clinical Psychology, 74(5), 887–897. doi:10.1037/0022-006X.74.5.887.

    Article  Google Scholar 

  • Miller, A. J., Worthington, E. L., Jr, & McDaniel, M. A. (2008). Gender and forgiveness: A meta-analytic review and research agenda. Journal of Social and Clinical Psychology, 27(8), 843–876. doi:10.1521/jscp. 2008, 27(8), pp. 843.

    Article  Google Scholar 

  • Morris, J., Brotheridge, C., & Urbanski, J. (2005). Bringing humility to leadership: Antecedents and consequences of leader humility. Human Relations, 58(10), 1323–1350. doi:10.1177/0018726705059929.

    Article  Google Scholar 

  • Mullet, E., & Girard, M. (2000). Developmental and cognitive points of view on forgiveness. In M. E. McCullough, K. I. Pargament, & C. E. Thorsen (Eds.), Forgiveness: Theory, research, and practice (pp. 111–132). New York, NY: Guilford.

    Google Scholar 

  • Muthén, L., & Muthén, B. (1998–2006). Mplus user’s guide. Los Angeles: Muthén & Muthén.

  • Nielsen, R., Marrone, J., & Slay, H. (2010). A new look at humility: Exploring the humility concept and its role in socialized charismatic leadership. Journal of Leadership and Organization Studies, 17(1), 33–43. doi:10.1177/1548051809350892.

    Article  Google Scholar 

  • Owens, B. (2009). Humility in organizational leadership. Unpublished doctoral dissertation, University of Washington

  • Owens, B. P., Johnson, M. D., & Mitchell, T. R. (in press). Expressed humility in organizations: Implications for performance, teams, and leadership. Organization Science.

  • Podsakoff, P., MacKenzie, S., Lee, J., & Podsakoff, N. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903. doi:10.1037/0021-9010.88.5.879.

    Article  Google Scholar 

  • Podsakoff, P., MacKenzie, S., Moorman, R., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142. doi:10.1016/1048-9843(90)90009-7.

    Article  Google Scholar 

  • Posner, B., & Schmidt, W. (1982). Managerial values and expectations: The silent power in personal and organizational life. New York: American Management Association.

    Google Scholar 

  • Regehr, C., & Gutheil, T. (2002). Apology, justice, and trauma recovery. Journal of American Academy of Psychiatry and the Law, 30, 425–430.

    Google Scholar 

  • Risen, J. L., & Gilovich, T. (2007). Target and observer differences in the acceptance of questionable apologies. Journal of Personality and Social Psychology, 92(3), 418–433. doi:10.1037/0022-3514.92.3.418.

    Article  Google Scholar 

  • Robbins, S., & Judge, T. (2009). Organizational behavior. Upper Saddle River, NJ: Prentice Hall.

    Google Scholar 

  • Schleien, S., Ross, H., & Ross, M. (2010). Young children’s apologies to their siblings. Social Development, 19(1), 170–186.

    Article  Google Scholar 

  • Schlenker, B., & Darby, B. (1981). The use of apologies in social predicaments. Social Psychology Quarterly, 44(3), 271–278. doi:10.2307/3033840.

    Article  Google Scholar 

  • Schwartz, N. (1999). Self-reports: How the questions shape the answers. American Psychologist, 54(2), 93–105.

    Article  Google Scholar 

  • Skarlicki, D., Folger, R., & Gee, J. (2004). When social accounts backfire: The exacerbating effects of a polite message or an apology on reactions to an unfair outcome. Journal of Applied Social Psychology, 34(2), 322–341.

    Article  Google Scholar 

  • Spector, P. (1997). Job satisfaction: Application, assessment, causes, and consequences. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Spector, P., & Brannick, M. (2010). Methodological urban legends: The misuse of statistical control variables. Organizational Research Methods, 14(2), 287–305. doi:10.1177/1094428110369842.

    Article  Google Scholar 

  • Struthers, C., Eaton, J., Santelli, A., Uchiyama, M., & Shirvani, N. (2008). The effects of attributions of intent and apology on forgiveness: When saying sorry may not help the story. Journal of Experimental Social Psychology, 44, 983–992. doi:10.1016/j.jesp.2008.02.006.

    Article  Google Scholar 

  • Tsang, J., McCullough, M., & Fincham, F. (2006). The longitudinal association between forgiveness and relationship closeness and commitment. Journal of Social and Clinical Psychology, 25(4), 448–472. doi:10.1521/jscp.2006.25.4.448.

    Article  Google Scholar 

  • Tomlinson, E. C., Dineen, B. R., & Lewicki, R. J. (2004). The road to reconciliation: Antecedents of victim willingness to reconcile following a broken promise. Journal of Management, 30(2), 165–187.

    Google Scholar 

  • Tucker, S., Turner, N., Barling, J., Reid, E., & Elving, C. (2006). Apologies and transformational leadership. Journal of Business Ethics, 63, 195–207. doi:10.1007/s10551-005-3571-0.

    Article  Google Scholar 

  • Waldron, V., & Kelley, D. (2008). Communicating forgiveness. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Walumbwa, F. O., Cropanzano, R., & Goldman, B. M. (2011). How leader–member exchange influences effective work behaviors: Social exchange and internal–external efficacy perspectives. Personnel Psychology, 64, 739–770.

    Google Scholar 

  • Wieselquist, J. (2009). Interpersonal forgiveness, trust, and the investment model of commitment. Journal of Social and Personal Relationships, 26(4), 531–548. doi:10.1177/0265407509347931.

    Article  Google Scholar 

  • Wirtz, J., & Mattila, A. (2004). Consumer responses to compensation, speed of recovery and apology after a service failure. International Journal of Service Industry Management, 15(2), 150–166.

    Article  Google Scholar 

  • Worthington, E. (2006). Forgiveness and reconciliation: Theory and application. New York: Routledge.

    Google Scholar 

  • Yukl, G., O’Donnell, M., & Taber, T. (2008). Influence of leader behaviors on the leader-member exchange relationship. Journal of Managerial Psychology, 24(4), 289–299. doi:10.1108/02683940910952697.

    Google Scholar 

Download references

Acknowledgments

The research described in this paper was supported in part by a grant to the first author from the American Psychological Association.

Author information

Authors and Affiliations

  1. Department of Organizational Sciences & Communication, The George Washington University, 600 21st St. NW, Washington, DC, 20052, USA

    Tessa E. Basford, Lynn R. Offermann & Tara S. Behrend

Authors
  1. Tessa E. Basford
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Lynn R. Offermann
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Tara S. Behrend
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Tessa E. Basford.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Basford, T.E., Offermann, L.R. & Behrend, T.S. Please Accept My Sincerest Apologies: Examining Follower Reactions to Leader Apology. J Bus Ethics 119, 99–117 (2014). https://doi.org/10.1007/s10551-012-1613-y

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-012-1613-y

Keywords

Search

Navigation