The importance of apologizing for organizational transgressions : lessons from the 2008 Maple Leaf meat recall

Abstract

In August of 2008, Maple Leaf Foods, Canada's largest meat processor / distributor, initiated a nation-wide recall following reports of contaminated products. On the day of the recall, Maple Leafs CEO issued a video message, accepting responsibility for the outbreak and apologizing to those who had been hurt. This study investigated how Maple Leafs apology affected consumer forgiveness, as well as their perception of the CEO's level of transformational leadership (TFL). Our results suggest that a complete apology, in fact, consists of two components: contrition and restoration.

Contrition predicted psychological forgiveness in a relationship partially mediated by TFL and the level of blame. The effects of restoration on forgiveness were fully mediated by TFL. Restoration was a direct predictor of purchasing Maple Leaf products after the recall The effects of contrition were fully mediated by psychological forgiveness. These results provide direct empirical support that leaders finding themselves in similar situations stand to benefit from offering a complete apology during an organizational crisis.