According to a common rule-of-thumb developed in the context of software development, an employee assigned to work on three projects simultaneously will end up spending the following percentage of time on productive work: a. 50% b. 10% c. 60% d. 90% e. 82% To guard against excessive work demands, leaders need to pay attention to the following levers in designing empowering the work: a. Fringe benefits b. Power and authority c. Dedicated time and resources d. Board governance e. Sequencing and pacing of the work Because leadership is often "extra", there can be a natural tendency to: a. Dedicate time \& resources b. Sequence and pace the work c. Give up d. Layer the work on top of preexisting commitments without carving out sufficient time for new commitments