The more the managers attributed the success of the project to themselves, the more they also attributed it to the ability of their employee. I recall, data table in hand, experiencing a moment of surprise—perhaps not as striking as Leopold’s ax-in-hand moment, but a moment of surprise nonetheless. How could supervisors with greater perceived involvement in the development of a work product see themselves and a single coworker on the project as each more responsible for its successful final form? Only 100 percent of personal responsibility can be distributed, right? And if one party’s
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