The 'C level' refers to people with 'Chief' in their job title. In the traditional analysis, "The person in the position functions as a charismatic leader who's personality plays a large part in their impact. While subordinates manage up with servility, compliance and gratuitous respect, there is a notable neglect of power sharing." Of course, as Tom Haskins points out, organizations pay a large price for such a lack of internal cohesion, and there is a movement (admittedly slow) toward more collaborative forms of management. "The people in the 'top positions' would facilitate others' exploration of those frames in their own contexts. The emphasis would be placed on the conversations in progress, rather than the people in the positions. The individuals would play roles of facilitative servant leaders rather than charismatic kingpins." But it's hard to do for people who believe their inherent talents, rather than good fortune, played the major role in their ascending to these positions of power. Where humility is needed the most - in positions of power and authority - it is likely to be found least.
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