Algorithms, leadership, and morality: why a mere human effect drives the preference for human over algorithmic leadership
Algorithms, leadership, and morality: why a mere human effect drives the preference for human over algorithmic leadership
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算法、领导力和道德：为什么仅仅人类的影响就导致人们对人类领导力的偏好超过了算法领导力
DOI：
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发表时间：
2022
期刊：
影响因子：
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通讯作者：
D. De Cremer
中科院分区：
文献类型：
--
作者：
Jack McGuire;D. De Cremer
算法越来越多地在组织中做出带有道德后果的决策，而这些决策通常被认为是由领导者做出的。因此，组织需要考虑的一个重要问题是，在这个领域采用算法是否会被员工接受，以及这种做法是否会损害他们的声誉。考虑到这一新兴现象，我们开始研究员工对以下方面的看法：(a)在组织中担任领导角色并做出道德决策的算法决策系统，以及(b)采用此类系统的组织的声誉。此外，我们还研究了决策代理在多大程度上需要被识别为“仅仅”是人类，或者是否需要更多关于决策代理道德价值观的信息（在这种情况下，是否知道人类领导者是谦逊的）以优于算法。我们的研究结果显示，算法领导条件下的参与者——相对于人类领导和谦逊的人类领导条件下的参与者——认为所做的决定不公平、不可信、不合法，这反过来又产生了更低的决策接受率和对组织声誉的更负面的看法。人类领导者和谦逊的人类领导者条件在所有主要和间接影响上没有显著差异。后一种效应强烈表明，人们更喜欢人类（相对于算法）领导，主要是因为他们是人类，而不一定是因为他们拥有某种道德价值观。讨论了理论、实践意义和未来研究方向。
Algorithms are increasingly making decisions in organizations that carry moral consequences and such decisions are considered to be ordinarily made by leaders. An important consideration to be made by organizations is therefore whether adopting algorithms in this domain will be accepted by employees and whether this practice will harm their reputation. Considering this emergent phenomenon, we set out to examine employees’ perceptions about (a) algorithmic decision-making systems employed to occupy leadership roles and make moral decisions in organizations, and (b) the reputation of organizations that employ such systems. Furthermore, we examine the extent to which the decision agent needs to be recognized as “merely” a human, or whether more information is needed about the decision agent’s moral values (in this case, whether it is known that the human leader is humble or not) to be preferred over an algorithm. Our results reveal that participants in the algorithmic leader condition—relative to those in the human leader and humble human leader conditions—perceive the decision made to be less fair, trustworthy, and legitimate, and this in turn produces lower acceptance rates of the decision and more negative perceptions of the organization’s reputation. The human leader and humble human leader conditions do not significantly differ across all main and indirect effects. This latter effect strongly suggests that people prefer human (vs. algorithmic) leadership primarily because they are human and not necessarily because they possess certain moral values. Implications for theory, practice, and directions for future research are discussed.
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