Why does it take strength to admit one is wrong? Why must a transformational leader be willing to admit responsibility?

Perry was one of the worst bosses Lia had ever worked for. Perry had arrived from the main corporate office only six months ago to become the regional vice president for clinical operations, but already many staff members had polished their resumes and were looking for other work. It was hard for Lia to identify exactly what bothered her about Perry until she read an article that listed “Ten Things Only Bad Bosses Say” (Green 2013):
1. “You’re lucky even to have a job.”
2. “Just figure it out.”
3. “I received an anonymous report . . .”
4. “I don’t have time for your performance evaluation, but you’re doing fine.”
5. “That’s a dumb idea.”
6. “That dress really flatters your figure.”
7. “Just do what I tell you to do.”
8. “What’s wrong with you?”
9. “Your job is what I say it is.”
10. “You’re so much better at this than Bob is.”
Many of these statements reminded Lia of Perry. Then, a specific incident one December day crystalized the problem. Lia’s company operated satellite offices in Asia, and one of her responsibilities was to arrange and allocate housing for expatriates working at one of these satellite sites. Employee turnover and shortages of good apartments seemed to be constant issues on this campus, so senior personnel were often placed in a smaller apartment with the promise that they would be moved to a larger and better senior housing unit when it became available. Lia felt she did a good job of juggling the needs and sensibilities of senior staff with cost concerns.