Why Do People Tend to Give Leaders Too Much Credit or Blame for Organizational Outcomes? Discuss Using Appropriate Theories and Examples
The objective of this essay is to critically evaluate why followers and public give too much credit or blame to leaders for organisational outcomes. The content of this essay comprises an analysis of what makes leaders effective and how followers view the leaders’ influence on organisational outcomes. I will discuss a number of theories (attribution, contingency, initiation and consideration) and examples of leaders from international organisations; including James Burke Chief Executive Officer of Johnson and Johnson and Tony Hayward Chief Executive Officer of British Petroleum (BP). These leaders influenced their employees, the public and world media and were subjected to credit or blame.
An effective leader is one who achieves productive results through the use of personal attributes to contribute to an organisation and by influencing others to achieve imperative objectives. An ideal leader looks after those around them and has the aptitude to develop their people into leaders, by inspiring confidence and support. Leaders should allow employees to learn, develop and contribute; increasing capacity to grow for organisations to advance. Diminutive objects and people matter to leaders as they are vital for the success of implementing new decisions, and ensuring they are positively attributed. Leaders should practice what they preach, with the capacity to recognise how to accept blame and criticism all the while being able to give credit.
Leaders frequently share a combination of cognitive skills and personal traits, or at least must do in order to attract followers and to achieve their organisation driven results. Cognitive skills include but are not limited to: technical and professional competence, knowledgeable, problem solving skills, creative, flexible, courageous, innovative, visionary and experimental. Many personality traits are usually related to trends that you are born with, consisting of: enthusiasm, self awareness, self confidence,
An effective leader is one who achieves productive results through the use of personal attributes to contribute to an organisation and by influencing others to achieve imperative objectives. An ideal leader looks after those around them and has the aptitude to develop their people into leaders, by inspiring confidence and support. Leaders should allow employees to learn, develop and contribute; increasing capacity to grow for organisations to advance. Diminutive objects and people matter to leaders as they are vital for the success of implementing new decisions, and ensuring they are positively attributed. Leaders should practice what they preach, with the capacity to recognise how to accept blame and criticism all the while being able to give credit.
Leaders frequently share a combination of cognitive skills and personal traits, or at least must do in order to attract followers and to achieve their organisation driven results. Cognitive skills include but are not limited to: technical and professional competence, knowledgeable, problem solving skills, creative, flexible, courageous, innovative, visionary and experimental. Many personality traits are usually related to trends that you are born with, consisting of: enthusiasm, self awareness, self confidence,
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