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The purpose of this paper is to explain how, if company’s digital experience is a good one, employees can work efficiently and feel positive about their environment while, if a company’s digital experience is poor, staff can become unmotivated and avoid using the systems that are critical to the organization.

The authors consulted with user interface/user experience (UI/UX) professionals to explain why attention needs to be paid to UI/UX in the employee experience and how to assess an organization’s current situation.

It is possible to prevent poor UI/UX and keep employees satisfied by improving an organization’s digital employee experience using UX best practices from the tech companies who have invested billions in getting it exactly right.

Understanding UX principles allows you to observe and evaluate how the systems are working, then incorporate UX best principles into the design to boost productivity, happiness and output.

Although the international business literature has examined leader traits that are desirable in different cultures, it has not examined critical behaviors or managerial attributions of credit and blame. Credit and blame attributions have important consequences for the desirability of leadership across cultures. Arguing that these types of managerial attributions are likely to have a strong impact on what constitutes desirable leadership; the authors examine them in five countries, namely, USA, France, India, Turkey and Vietnam. The purpose of this paper is to contribute by examining the influence of credit and blame attributions on subordinate satisfaction and leadership perceptions (desirability), unaddressed in the literature.

The model was tested using questionnaire responses of subordinates in a variety of business organizations, from the five countries indicated, including manufacturing, telecommunication, financial and other services.

Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures. The results are supportive of the hypotheses and suggest the important moderating role of subordinate performance for leadership perceptions. The authors discuss findings in the context of the literature, highlight contributions and identify limitations and future directions.

Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures.