The issue the author is talking about, in my view, is caused by the natural lifespan of corps tending towards bloating middle-management. (Very hard process to fight). At the start the founder group are rutheless productivity-chasers. Then the corp expands to include the its-just-a-job group. Everything ticks along well, and at some point, the rutheless can't manage the group. So they hire followers to listen to thei…
this is the gervais principle
The gervais-style analysis mystifies some of the issues it describes. The heart of the group dynamics is "leader vs follower", "rutheless vs clueless" and "transactional vs passionate".
A startup is largely "passionate rutheless leaders", it grows to include "transactional ruthless followers" (its-just-ajob), then to "passionate clueless followers" (middle-management). At this phase its highly stable... you hire in "passionate rutheless followers" (ie., more actual workers)... who also need more middle-management... and at somepoint this becomes unbalanced due to poor executive incentives.
That gives you your large population of "passionate clueless followers" (ie., middle-management), and the death of the productive phase of corp. action, into a more rent-seeking (or death) phase.
In gervais, "losers become sociopaths" in a mystifying way; and likewise the "clueless" population is inexplicably unpromotable. My breakdown, for example, clarifies why: the "clueless" population never become rutheless-leadrs as they arent leaders at all. They're followers.
I think muddling "transactional" dispositions with "rutheless" ones also mystifies the issue, under gervais, the "noble sociopath" is hard to explain. Really, its that they're both passionate (internally motivated) and rutheless.
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NB., rough definitions: "leader vs follower" (I command vs. I am commanded), "rutheless vs clueless" (success requires it vs. virtue requires it) and "transactional vs passionate" (external-reward vs. intrinstic-reward).