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"traditional" managers doesn't mean that ica tant to watch for dominant personalities emerging as authority figures, which could potentially cause other employees to be resentful or to rebel. Zappos says that it will not be leaderless. Some individuals will have a bigger role and scope of purpose, but leadership is also distributed and expected in each role. "Everybody is expected to lead and be an entrepreneur in their own roles, and holacracy empowers them to do so."32 Also, there will be some structure arrangement where "the broadest circles can to some extent tell sub-groups what they're accountable for doing." But account- ability, rather than flowing only up, will flow throughout the organization in different paths. Other challenges they're still trying to figure out include who has the ultimate authority to hire, fire, and decide pay. The hope is that eventually the authority for each of these roles will be done within the holacratic framework as well. So, if no one has a title and there are no bosses, is Tony Hsieh still the CEO? So far, he hasn't pub- licly commented about how his own role is impacted. DISCUSSION QUESTIONS 1-13. What is a holacracy? 1-14. What benefits do you see to an organization where there are no job titles, no managers, and no hierarchy? 1-15. What challenges does a holacratic approach have? 1-16. Discuss why you would or would not like to work in an organization like this