“We Did It Together”: Why Bosses Credit Themselves but Blame Employees

This is probably something that most people have seen happen in their own work environment. The project was successful, and this was hailed as a team effort, possibly even under the leadership of the manager. But then, when things went wrong, suddenly it was different. One member was picked out. One mistake was highlighted.

It leaves people confused. The work was shared, so why is the outcome treated so differently? This, of course, is more common than it might seem, and it might actually have more to do with the workplace than the employee.

What This Pattern Looks Like in Real Workplaces


In many workplaces, the achievement of a team might be spoken of as a team, but the failure of a team might be seen as the failure of the individual. A manager might praise the achievement of the team while at the same time positioning themselves as the driving force behind the team.

But when targets are missed or errors happen, the tone changes. Responsibility narrows. Instead of looking at the full process, attention lands on one employee.

Research on attribution in organizations, including studies published in the Journal of Organizational Behavior, shows that people tend to explain success and failure differently. Success is often linked to ability or leadership, while failure is tied to individual mistakes.

Over time, this forms a pattern, which the employees recognize.

Why Leaders Sometimes Shift Credit and Blame

This behavior, of course, is not always intentional, but it is influenced by the way we protect our role.

The concept of attribution bias provides one explanation. Like everyone else, leaders want to think of themselves as successful. When things go well, it seems natural to link that result to their choices or course of action.

When things go wrong, the same thinking works in reverse. It becomes easier to focus on a specific action or individual rather than looking at the bigger picture.

There is also a structural reason. In many organizations, leaders are expected to show results. Taking credit can strengthen their position, while shifting blame can reduce pressure on them.

This blend of psychology and structure works behind the scenes to shape what is being measured for success.

The Gap Between Internal Blame and External Expectations

It is interesting to note that outside the organization, people tend to hold leaders more accountable, rather than less.

Studies on leadership accountability show that individuals in higher positions are usually held more responsible for outcomes, especially negative ones. Their authority comes with that expectation.

This creates a gap. Inside the workplace, blame may move downward. But from the outside, responsibility still points upward.

This tension also adds another layer to how the employees perceive what they are seeing.

What It Feels Like for Employees on the Receiving End

For the employee who is being singled out, this experience can be immediate and personal.

Research discussed in Why Emphasize the Team at Work but Reward the Individual highlights that unfair blame can reduce trust and create a sense of humiliation. Even if the issue was part of a larger system, it feels like a personal failure.

Over time, this affects how people show up at work. They become more cautious. They think twice before taking the initiative.

The emotional impact is not always visible, but it does build over time.

How It Changes the Way Teams Work

The emotional impact does not stay with one person. It spreads to the team.

Employees realize when blame does not seem to be shared. They may respond by becoming more cautious or less willing to share concerns. They might hold back on offering suggestions because they might be blamed if something goes wrong.

This shift affects collaboration. Instead of working openly, people become more guarded.

Workplace psychology studies have shown that as levels of fairness decrease, trust decreases as well. And as trust levels decrease, so does the capacity for teamwork.



The Role of Workplace Culture in This Pattern

Such behavior is rarely an isolated incident, but rather an expression of the culture within the workplace.

In environments where outcomes matter more than process, there is less focus on how decisions are made. Blame becomes a quick way to close the loop.

But in workplaces that look at the full picture, success and failure are both treated as shared outcomes. This encourages more honest conversations and better learning over time.

The way it is handled makes a difference rather than the incidence itself.

Why This Is Still More Important Than It Seems

To begin with, this can seem like a minor issue. A comment following a project, a moment at a meeting.

However, over time, it affects how people feel about their work.

The study of organizational behavior has shown time and again that fairness is an important contributor to employee motivation and engagement, as employees who feel that credit and responsibility are shared honestly are more likely to stay engaged.

When that balance is missing, even strong teams start to weaken.

The concept of a team is simple. The problem is that it only works if success and failure are treated the same. That is how you build trust. And that is how you keep a team together in the long run.