Not sure I can agree with most of this. Perhaps it's my own perspective, but I can't help but detect a latent undertone of "just tell people what to do so things get done" in this article. The first example is particularly egregious - assuming the problem being discussed was something legitimately complicated, how is it a bad thing that the leader helped the team determine the correct solution? Is the leader expected to dictate implementation of the first idea they had instead of allowing the team to explore other potential solutions?<p>While it's true that a leader usually cannot be effective without providing adequate direction to their team and "making the call" when an indecision point is reached, in my experience it's equally true that a leader cannot grow their team without being in touch with what they're working on. There's a reason that people are universally happier when they feel their manager _could_ do their job (note that the manager should not actually be doing their job - the capability to do so is the important part).<p>I feel that the author of this piece either hasn't experienced or hasn't yet found the way to lead a team without dictating. It is a difficult thing to do, but the proper balance will allow a leader to grow their team's skills and decision making capabilities far beyond what's possible otherwise. It is completely possible to "deliver results" while also remaining primarily collaborative and "participating" with your team - you just have to know when it's time to short-circuit and make the call.