Here’s a familiar scenario: The product development team creates a hot new app. The client is excited to launch it, and the PR team is preparing the campaign for its release.
And then this happens: The manager in charge of the project steals the spotlight and takes all the credit for the work. There’s no praise for the team, no celebration of everyone’s success, and no recognition of team members’ contributions. When that happens, it’s quite likely that team morale will take a nosedive.
This behavior has frequently appeared in research as a bad-boss trait that leads to employee disengagement and even turnover. In a study I tracked a few years ago, “taking credit for employees’ work” was rated the worst managerial behavior by 63 percent of respondents and something they would consider worth quitting over.
It’s worth considering: Can taking credit for employees’ work actually be an effective management tactic for advancement? Or might it hold leaders back and hinder their progress? A study highlighted in Forbes, which looked at 3,800 managers and assessed how effective they were when claiming credit, found that those who took credit for others’ work were seen as quite ineffective (13th percentile). In contrast, leaders who made a genuine effort to give credit to their team members were regarded as some of the most successful (85th percentile).
Having trained numerous managers and executives in my leadership course, I see this harmful tendency to dominate the spotlight and claim all the credit as a reflection of individual performance. Managers with this mindset focus on personal recognition, caring primarily about their accomplishments and how they are perceived by superiors.
Identify more servant leaders
To stop the cycle of bad managers in our midst, we need to identify, develop, and promote more servant leaders—people naturally inclined to give their people credit for their contributions, shine a spotlight on them, and show them appreciation. In fact, Gallup research found that employees who regularly receive credit increase their productivity, achieve higher customer loyalty and satisfaction scores, and are more likely to stay with their organization.
Great leaders with loyal followers don’t seek glory or validation; they recognize their own achievements. They highlight others’ successes, and then take a step back to celebrate these accomplishments, fostering greater confidence and trust among their followers.
—Marcel Schwantes
This article originally appeared on Fast Company’s sister website, Inc.com.
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