Claiming more than equality: Should leaders ask for forgiveness?

Art and Artifice in Public Apologies

“…All seven violations analyzed pertain more to matters of integrity than to competence (Stouten and Tripp 2009 The fit of each apology into the components of the proposed model is presented in Table 1. The model also adds refinements to commonly cited components in the apology literature.…”

The lion's share: The impact of credit expectations and credit allocations on commitment to leaders

“…These findings suggest that subordinates' expectations are as important as their leaders' actual behavior in predicting reactions to resource allocations. What we don't know from this research, however, is whether these findings are limited to financial resource allocations alone or if the implications transcend retribution motivations to impact other outcomes such as commitment to the leader (Stouten & Tripp, 2009). Accordingly, we argue that understanding the role of expectation fulfillment is a critical component in understanding subordinates' responses to leaders' credit taking and sharing behaviors.…”

“…A significant amount of research indicates that, to the contrary, leaders often display self-serving biases and unfairly benefit themselves (e.g., Stouten, De Cremer, & van Dijk, 2005;Stouten & Tripp, 2009; van Dijk & De Cremer, 2006). In the same manner, some firms and even industries advocate leadership approaches where resource claiming, such as credit taking, is normative behavior (Erdogan, Liden, & Kraimer, 2006).…”

“…In the same manner, some firms and even industries advocate leadership approaches where resource claiming, such as credit taking, is normative behavior (Erdogan, Liden, & Kraimer, 2006). In other words, subordinates are expected to do the bulk of work while leaders receive the lion's share of resources (Stouten & Tripp, 2009). For example, managing directors in investment banking companies claim a large portion of the compensation from successful deals (see Lewis, 1989), and most of the credit and compensation for law cases goes to the partner in the firm, even though clerks and associates do much of the legwork (Downey, 2010).…”

“…Recent research indicates that subordinates actually expect leaders to take more resources for themselves and, despite leaders' self-serving behavior, are not motivated to seek retribution (Stouten & Tripp, 2009). These findings suggest that subordinates' expectations are as important as their leaders' actual behavior in predicting reactions to resource allocations.…”