This book was a women-in-tech book club book that I read, and missed the discussion about. I am disappointed I missed the discussion, as I really did not like this book. The basic premise of the book being that people in power positions (not going to say leader, because a lot of managers manage, they don't lead, and a lot of leaders don't lead, they manage, so let's call a duck a duck, and say people in power) are either diminishers or multipliers, either you cut down and reduce the productivity and usefulness of your subordinates, or you multiple the productivity and networks of your people.
And the two broad categories just don't work. I came to the book wanting to believe in this simplistic view, and just can't.
The first inclination of "eh.... your facts are incorrect" came with a tale of Apple:
For example, when Apple Inc. needed to achieve rapid growth with flat resources in one division, they didn’t expand their sales force. Instead, they gathered the key players across the various job functions, took a week to study the problem, and collaboratively developed a solution. They changed the sales model to utilize competency centers and better leverage their best salespeople and deep industry experts in the sales cycle. They achieved year-over-year growth in the double digits with virtually flat resources.