Dean M. Schroeder

People with power do not regulate their behavior as much. They become egocentric and preoccupied with their own self-interest, which eclipses their awareness of the interests of others.

People with power listen less carefully, and have difficulty taking into account what others already know.

Convincing a leader of the value of front-line ideas alone is rarely enough for that person to overcome years of entrenched bad habits and to change his management style.

As managers rise up the hierarchy, a host of situational forces come to bear on them which can easily undermine their respect for the people on the front lines, and hence cause them to disregard the value in front-line ideas.