In bureaucratic organizations, participative management of the sort we have described seems like antimanagement or an admission of failure at one’s own job. One senior vice president from an international banking firm put it this way: “If I do the kind of things you are describing here—inviting other people who are supposed to be under me to make suggestions about how to accomplish my division’s objectives—I am going to work myself out of a job.”134 This leader was worried about others doing his job better than he could. This is perhaps the most often-cited reason against participative management. The irony of this example is that the company would probably be better off if all of its employees invited participation. Traditional leadership may not be the right model in the virtual, global workplace. The leader as coordinator and integrator of talent may be a better model.