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In the era of the service economy, the personalized needs of customers are increasing rapidly. It often occurs that front-line employees bend organizational rules to help customers. The study sought to explore the influence mechanism of servant leadership on specific dimensions of customer-oriented deviance from the manager’s perspective, examine the mediating role of psychological security, and the moderating role of error management climate in the process.

We conducted an online survey study in China from April 10 to 29, 2023. We use online survey questionnaire technique and random sampling method for data collection. The authors collected 385 questionnaires from China and tested the model by SPSS 26.0 and AMOS 24.0.

The results show that servant leadership significantly promotes employees' deviant customer-oriented behaviors, psychological security plays a mediating role between servant leadership and deviant customer-oriented behaviors, and error management climate has a positive moderating effect between servant leadership and deviant customer-oriented behaviors.

This study explores the influence mechanism of servant leadership on deviant customer-oriented behaviors. The results of this study not only enrich the theoretical research on the formation mechanism of deviant customer-oriented behaviors but also provide a reference for leaders to correctly view and effectively manage employees' deviant customer-oriented behaviors.

The main goal of the current research was to investigate whether and how leaders in health care organizations can stimulate incident reporting and error management by “walking the safety talk” (enacted priority of safety).

Open interviews (N=26) and a cross-sectional questionnaire (N=183) were conducted at the Rotterdam Eye Hospital (REH) in The Netherlands.

As hypothesized, leaders’ enacted priority of safety was positively related to incident reporting and error management, and the relation between leaders’ enacted priority of safety and error management was mediated by incident reporting. The interviews yielded rich data on (near) incidents, the leaders’ role in (non)reporting, and error management, grounding quantitative findings in concrete case descriptions.

We support previous theorizing by providing empirical evidence showing that (1) enacted priority of safety has a stronger relationship with incident reporting than espoused priority of safety and (2) the previously implied positive link between incident reporting and error management indeed exists. Moreover, our findings extend our understanding of behavioral integrity for safety and the mechanisms through which it operates in medical settings.

Our findings indicate that for the promotion of incident reporting and error management, active reinforcement of priority of safety by leaders is crucial.

Social sciences researchers, health care researchers and health care practitioners can utilize the findings of the current paper in order to help leaders create health care systems characterized by higher incident reporting and more constructive error handling.

Leaders lack essential information about their performance from their followers. In light of the frequently encountered error avoidance climate in the police, leaders should actively seek feedback to fill this gap. The purpose of this paper is to explore organizational, personal and situational antecedents of police leaders' daily feedback-seeking behavior.

The authors used a diary study and examined error-management climate, feedback orientation and two situational characteristics, namely daily occasions for feedback-seeking and daily time pressure. Hierarchical linear modeling was used to analyze the N = 188 daily entries from 27 leaders (minimum of three daily entries per leader).

Results show that police leaders seldom seek daily feedback from their followers. A positive (i.e. learning-oriented) error-management climate and occasions for feedback-seeking foster leaders' daily feedback-seeking, whereas no main effects of feedback orientation and time pressure were found. However, time pressure moderated the relationship between occasions for feedback-seeking and daily feedback-seeking, with higher time pressure leading to a weaker relationship.

This is the first study empirically examining feedback-seeking as a key leadership behavior on a daily basis. The results show that organizational conditions promote leaders' feedback-seeking behavior and indicate organizations should foster an error-management climate to promote feedback-seeking of their leaders.

Errors are inevitable, resulting from the human condition itself, system failures and the interaction of both. It is essential to know how to deal with their occurrence, managing them. However, the negative tone associated with them makes it difficult for most organizations to talk about mistakes clearly and transparently, for fear of being harmed, preventing their detection, treatment and recovery. Consequently, errors are not managed, remaining accumulated in the system, turning into successive failures. Organizations need to recognize the inevitability of errors, making the system robust, through leadership and an organizational culture of error management. This study aims to understand the role of these influencing variables in an error management approach.

In this paper, the authors applied the methodology of a quantitative nature based on a questionnaire survey that analyses error management, leadership and the organizational culture of error management of 380 workers in Portuguese companies.

The results demonstrate that leadership directly influences error management and indirectly through the organizational culture of error management, giving this last variable a mediating role.

The study covers companies from different sectors of activity on a topic that is little explored in Portugal, but part of the daily life of organizations, which should deserve greater attention from directors and managers, as they assume a privileged position to promote and develop error management mechanisms. Error management must be the daily work of leaders. This study contributes to theoretical knowledge and business practice on error management.

The purpose of this study is threefold: first, to investigate the extent to which organizational error management culture impacts manager trust and group efficacy; second, to examine whether manager trust and group efficacy mediate the impact of error management culture on employee creativity; and third, to test whether manager trust and group efficacy mediate the impact of error management culture on employees’ organizational commitment.

Using a survey methodology, 345 front-line hotel employees in Turkey provided survey data. Amos 22.0 was used for data analysis.

Three major findings emerge. First, error management culture was found to have a significant positive influence on manager trust and group efficacy. Second, manager trust and group efficacy mediated the relationship between error management culture and employee creativity. Third, manager trust and group efficacy were found to mediate the relationship between error management culture and employees’ organizational commitment.

First, to promote employee creativity and their commitment to the organization, hotels need to cultivate an error management culture. Second, error management culture should be applied in hotels to build employee trust in their manager and boost their collective belief about group competency.

This is the first study that identified employee creativity and organizational commitment as outcomes of organizational error management culture. This is also the first study that examined the mediating effects of manager trust and group efficacy which helps in understanding the underlying mechanisms linking error management culture and employee attitudes. The current study provides significant contributions to understanding error management.

This paper investigates whether error management orientation (EMO) of hospitality employees influence their service recovery performance (SRP) through self-efficacy.

In Study 1, data was collected from 161 hotel managers in the USA. In Study 2, data was collected from 215 restaurant employees in Turkey. Partial least squares (PLS) method using SmartPLS 3.3.3 was used for data analysis.

The results indicated that EMO of hospitality employees increases their self-efficacy beliefs which in turn enhance their SRP. The findings were consistent in both studies.

Hospitality organizations should consider assessing EMO of individuals when making selection decisions. These organizations should also consider providing error management training to employees to develop their EMO, improve error management skills and performance.

To the best of the author’s knowledge, this is the first study that focuses on EMO of hospitality managers and employees. Error orientation refers to how individuals cope with and how they think about errors at work. Errors are part of our work lives, and a positive orientation toward errors (i.e. EMO) can have a significant impact on individuals’ work attitudes, behaviors and performances. This is the first study that examines EMO as an important predictor of SRP. This study also makes a contribution by studying the mediating effect of self-efficacy to understand the underlying mechanism that links EMO with SRP.

Emphasizing that errors are unacceptable and will be sanctioned does not prevent that errors are made – but can cause workers to cover up mistakes. Making an effort to identify things that go wrong to learn from them and prevent errors in the future offers a more fruitful approach. By sharing an applicable LEARN framework, this paper aims to inspire and give direction to financial corporations in building an error management culture within their organizations.

The behavior and culture team of the Dutch Authority for the Financial Markets (AFM) collaborated closely with social and organizational psychologists from Utrecht University to study error management. The results of a literature study were combined with the findings obtained from a survey (N = 436) and in-depth interviews (N = 15) among employees of 13 Dutch financial corporations that are active within the infrastructure of the capital markets.

Tone at the top and direct managers’ behavior were positively related to error management culture, which in turn related to more learning. Combining these findings with relevant psychological literature resulted in the LEARN framework, which can guide organizations in developing actions and interventions to build an effective error management culture: Let the board take ownership, Engage employees, Align structure and culture, Refocus from person to system and Narrate the best examples.

Stimulating financial corporations to start building a healthier corporate culture by offering the LEARN framework – and recruiting insights from social and organizational psychology to do so – extends traditional supervisory approaches.

This study aims to explore the antecedents of bootlegging from the perspective of paradoxical leadership. Based on the theory of planned behavior (TPB), it examines a multiple mediation model with harmonious innovation passion, role breadth self-efficacy and perceived error management culture as mediators, to interpret why paradoxical leadership influences employee bootlegging.

To test the theoretical model, data were collected from 218 full-time employees from enterprises in Chinese cities using a three-wave time-lagged design. Path-analysis and a bootstrapping approach in Mplus7 were used to examine the hypotheses of the theoretical model.

The results show that paradoxical leadership has a positive influence on bootlegging. In the multiple mediation model, the effect paths of harmonious innovation passion and role breadth self-efficacy are significant but there is an insignificant difference in their power, while the effect path of perceived error management culture is insignificant, although it has a significant simple mediating effect and sequential mediating effect.

This study is among the first to show the influence of paradoxical leadership on bootlegging, responding to the research call to use the paradoxical factors to capture the antecedents of innovative behaviors. Second, this study enriches the outcomes of paradoxical leadership, that of bootlegging. Third, this study provides a TPB-based mechanism of how paradoxical leadership promotes bootlegging by increasing employees’ harmonious innovation passion, role breadth self-efficacy and perceived error management culture. This provides a new theoretical perspective to explain the relationship between paradoxical leadership and employee bootlegging. It also responds to the call for exploration of the multiple pathways of leadership.

Elements of national and organizational cultures can contribute much to the success of error management in organizations. Accordingly, this study aims to consider how errors were approached in two state university departments in Turkey in relation to their specific organizational and national cultures.

The study follows a qualitative case study design, and the data were collected through five focus groups. The cases under consideration were two state university departments of different organizational sizes.

The results showed that organizational and national culture elements (collectivism, high power distance and relatively low future orientation) significantly interacted with error management practices. In both of the organizations studied, there were found to be limited attempts to prevent the errors unless there was an emergent situation. Error detection was shown to be slow and hindered because of indirect communication among staff. Ultimately, effective error management in these organizations was identified as being unattainable because of negative emotional reactions to errors, lower reporting, restricted communication, potential face loss considerations and lack of feedback.

The findings of the current work extend earlier error management research with empirical data drawn from two cases in the higher education domain. Thus, the study offers preliminary research into the error process in education, and contributes to future research relating organizational culture to error processes.

Learning from errors is a complex process that requires careful support. Building on affective events theory, the purpose of this paper is to explore how a supportive learning from error climate can contribute to social learning from errors through affective and cognitive error responses by individual professionals.

A total of 139 early-career auditors completed an online questionnaire consisting of validated survey scales, allowing for serial mediation analysis to compare direct and indirect effects.

Learning from error climate was directly and positively related to engagement in social learning activities after committing an error. Furthermore, the authors found a double mediation by error strain (an affective error response) and reflecting on errors (a cognitive error response) on this relationship.

Organizations can actively encourage professionals to learn from their errors by creating a supportive learning from error climate and holding professionals accountable for their errors.

The present study enriches the authors’ understanding of the mechanisms through which learning from error climate influences engagement in social learning activities. It extends prior research on learning from errors by investigating the sequential effects of engagement in error-related learning activities performed individually and in social interaction.