VOlUME 05 ISSUE 04 April 2026
Paul Andrew Bourne, PhD, DrPH
Adjunct Professor, Northern Caribbean University (NCU), Manchester, Jamaica, WI
DOI : https://doi.org/10.58806/ijsshmr.2026.v5i4n28Google Scholar Download Pdf
ABSTRACT
Failure and disappointment are inevitable experiences in leadership, yet their role in shaping leadership behaviour remains underexplored in social science literature. This study examines how leaders respond to setbacks, navigate personal and organisational challenges, and adapt leadership strategies in the face of failure and disappointment. The theoretical framework integrates theories of resilience, transformational and transactional leadership, and psychological perspectives on coping, self-efficacy, and emotional regulation to develop a comprehensive understanding of leadership under adversity. Findings indicate that effective leaders leverage failure as an opportunity for reflection, strategic recalibration, and follower engagement, whereas maladaptive responses exacerbate organisational dysfunction, reduce credibility, and undermine trust. Resilience, emotional intelligence, and strategic reflection mediate the relationship between leadership style and the outcomes of failure experiences. Organisational context further influences the effectiveness of leadership responses, demonstrating that adaptive leadership is situational. This study addresses a gap in leadership research by linking experiential failure with behavioural adaptation, power dynamics, and ethical decision-making. Practical implications include leadership development programmes that emphasise resilience, reflective practice, and ethical management of disappointment.
KEYWORDS:Leadership resilience; Failure and disappointment; Transformational leadership; Transactional leadership; Organisational behaviour; Emotional intelligence
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Cite this Article:Bourne, P. A. (2026). The Role of Failure and Disappointment in Leadership Behaviour: A Social Science Examination of Resilience, Adaptation, and Organisational Influence. INTERNATIONAL JOURNAL OF SOCIAL SCIENCE HUMANITY & MANAGEMENT RESEARCHS, 5(4), 814-820. https://doi.org/10.58806/ijsshmr.2026.v5i4n28