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Yes, one thing I haven't seen mentioned yet in my reading (maybe covered in later chapters?) is the effect that strong mission-oriented leadership *can* create an organizational alignment that overcomes the Gervais hierarchy. It's necessary but not sufficient.
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What people think of as “strong mission-oriented org” one of two things is happening: Either the mission is bullshit B-Corp corporate virtue signaling and is all theater OR there is an asshole at the top, whose jerk qualities are masked under charisma except to direct reports.
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I have never met an org of the first type where the rank-and-file actually buy the bills hit theater. I wrote this about the latter “asshole at the top” syndrome a few years after the fervais series.