Not to shift this thread in a better/different direction....but Suudy makes a good point. A logical extension of the "get 'er done regardless of who gets credit" mindset is what is broadly today referred to as "servant leadership". The fundamental concept is that it is the leader's job to keep everyone else productive, rather than it is everyone else's job to keep the leader productive...and credit is generously directed down the food chain. I've found that organizations usually do better if the leader spends the majority of his/her time enabling others, and by also extending credit for what was accomplished, a lot of good "buy in" is also achieved with subordinates. Mike Leach had a sort of hybrid style of this. He delegated everything outside of those specific responsibilities that he wanted to do himself, and supported (to one degree or another) those to whom he had done the delegating.... everything on the D side of the ball and all special teams, for example. For those things he wanted to directly supervise, he decided the level of direct involvement that he wanted and then delegated/supported from there. He was not a full example of servant leadership, because he played favorites (not much support for special teams, support for the D only when specifically requested, continuous support for the offensive assistants), but I think he attempted to practice a modified version. He was quick to extend credit to others, but was also sometimes too quick to call them on the carpet publicly.
