Giving the Credit and Taking the Blame: A Leadership Must | Ep. 74 | The Science of Leadership
Tue Feb 03 2026
In this episode of The Science of Leadership, hosts Tom Collins and Justin Hamrick dive into a deceptively simple principle that separates elite leaders from the rest: giving the credit and taking the blame. While many in leadership positions are quick to do the opposite, high-trust leaders understand that shining the spotlight outward during success and stepping forward during failure is a recipe for team excellence.
The discussion moves from the historical battlefields of D-Day to the modern medical workroom, exploring the psychological and strategic impact of ownership.
Key topics include:
The Eisenhower Standard: A look at the two letters General Dwight D. Eisenhower wrote before the D-Day invasion—one praising the troops for success and another accepting sole responsibility for failure.
The Science of Ownership: Why taking responsibility isn't just "noble"—it’s backed by research that shows it increases psychological safety, learning, and team adaptability.
Trust and Motivation: Examining studies that prove leaders who acknowledge the contributions of others are rated as more trustworthy, ethical, and effective.
Leadership in Practice: Tom shares a personal story of defending a trainee against a berating colleague, illustrating how "having the team's back" transforms culture.
The Contagion of Behavior: How leadership habits propagate through an organization, either creating a "foxhole mentality" or a culture of self-protection.
Strategic Humility: Why four-star generals and admirals view giving credit as a strategic tool to empower people and ensure they feel safe reporting small mistakes before they become disasters.
"What leaders tolerate becomes the culture, but what they celebrate defines the team." Learn four practical habits you can activate on Monday morning to shift your mindset from "me" to "we" and build a team that will walk through walls for you.
Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me!
Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader.
To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/
References
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004).
Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823. https://doi.org/10.1016/j.leaqua.2004.09.003
Owens, B. P., & Hekman, D. R. (2012).
Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Journal, 55(4), 787–818. https://doi.org/10.5465/amj.2010.0441
Silard, A., Miao, C., Rego, A., Akkan, E., Yoon, D. J., & Qian, S. (2025). Leader expressed humility: A meta-analysis and an agenda for future research. Personality and Individual Differences, 242, 113196. https://doi.org/10.1016/j.paid.2025.113196 OUCI+1
National Archives Website
https://www.archives.gov/publications/prologue/2004/summer/ike-two-d-day-messages?_ga=2.99698398.1527088957.1766662958-894264562.1766662958
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In this episode of The Science of Leadership, hosts Tom Collins and Justin Hamrick dive into a deceptively simple principle that separates elite leaders from the rest: giving the credit and taking the blame. While many in leadership positions are quick to do the opposite, high-trust leaders understand that shining the spotlight outward during success and stepping forward during failure is a recipe for team excellence. The discussion moves from the historical battlefields of D-Day to the modern medical workroom, exploring the psychological and strategic impact of ownership. Key topics include: The Eisenhower Standard: A look at the two letters General Dwight D. Eisenhower wrote before the D-Day invasion—one praising the troops for success and another accepting sole responsibility for failure. The Science of Ownership: Why taking responsibility isn't just "noble"—it’s backed by research that shows it increases psychological safety, learning, and team adaptability. Trust and Motivation: Examining studies that prove leaders who acknowledge the contributions of others are rated as more trustworthy, ethical, and effective. Leadership in Practice: Tom shares a personal story of defending a trainee against a berating colleague, illustrating how "having the team's back" transforms culture. The Contagion of Behavior: How leadership habits propagate through an organization, either creating a "foxhole mentality" or a culture of self-protection. Strategic Humility: Why four-star generals and admirals view giving credit as a strategic tool to empower people and ensure they feel safe reporting small mistakes before they become disasters. "What leaders tolerate becomes the culture, but what they celebrate defines the team." Learn four practical habits you can activate on Monday morning to shift your mindset from "me" to "we" and build a team that will walk through walls for you. Also, I want to remind listeners about the release of my book, "The Four Stars of Leadership," a culmination of over three years of dedicated work, and I'm confident it will be an immensely interesting and helpful guide on your journey to becoming a better leader. Don't miss out on this essential resource—order your copy today at Amazon or Barnes & Nobles and share your thoughts with me! Sharpen your leadership skills: Subscribe now on your favorite podcast app to ensure you don't miss an episode dedicated to helping you become a better leader. To learn more about the Science of Leadership, visit https://www.fourstarleaders.com/ References Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823. https://doi.org/10.1016/j.leaqua.2004.09.003 Owens, B. P., & Hekman, D. R. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Journal, 55(4), 787–818. https://doi.org/10.5465/amj.2010.0441 Silard, A., Miao, C., Rego, A., Akkan, E., Yoon, D. J., & Qian, S. (2025). Leader expressed humility: A meta-analysis and an agenda for future research. Personality and Individual Differences, 242, 113196. https://doi.org/10.1016/j.paid.2025.113196 OUCI+1 National Archives Website https://www.archives.gov/publications/prologue/2004/summer/ike-two-d-day-messages?_ga=2.99698398.1527088957.1766662958-894264562.1766662958