A flaw with organizational structure

Yesterday I spoke of Greenleaf's views on the role of trustees within an organization. Yet Greenleaf realized that most organizations weren't set up to allow organizations to serve with distinction:

Part of the failure of our institutions to serve with distinction may be the interaction between two reinforcing elements: low levels of trusteeship and the concept of the single chief executive. Once established, there is a lock-step between trustees, who minimize their obligation by delegating operating responsibility to one person, and the chief executive who wants to keep the trustees from interfering. Only to the extent that trustees give support when it is needed does the chief executive want a strong board. Others who have a special interest in the organization - share owners in a business, the various constituencies of a university, members of a church - have expectations that reinforce these relationships. They want a strong board to select and support a strong executive and to make certain checks on the operation, especially financial ones, and they want the board to intervene if the executive - or pastor - fails. But they do not expect the board to lead.