Even if one were to grant the conclusion — leaders resist remote work to preserve their "power and status" — to what extent is the magnitude and success of a company (or for that matter, any serious enterprise) a direct function of its leader's ability to:
- Exercise authority / power
- Maintain status within the hierarchy
As in - who wants to work for a leader who is neither powerful nor high-status within their own company? Who consciously chooses a leader who is neither effective in getting people to do the right things, nor effective in commanding a (somewhat faith-based) trust in their long-term vision?
The study feels extremely leading in its idea of what a "good" leader would look like (presumably "hands off," leaves everyone alone such that good outcomes simple "emerge", etc) -- while treating this bent as obvious truth.
I say this as someone who spent the last 6 years straight working remotely (also having been successful in contributing impact).
- Exercise authority / power
- Maintain status within the hierarchy
As in - who wants to work for a leader who is neither powerful nor high-status within their own company? Who consciously chooses a leader who is neither effective in getting people to do the right things, nor effective in commanding a (somewhat faith-based) trust in their long-term vision?
The study feels extremely leading in its idea of what a "good" leader would look like (presumably "hands off," leaves everyone alone such that good outcomes simple "emerge", etc) -- while treating this bent as obvious truth.
I say this as someone who spent the last 6 years straight working remotely (also having been successful in contributing impact).