You're highlighting this taken extreme levels where people are able to chop between what they are doing, which what Enron used to do to pretty disastrous effects. This reads much more about people remaining in their teams, on their projects but not being micromanaged. It should tie nicely into Scrum retrospectives (as an example) where people bring things up versus just staying silent.

It's a really good example that leadership is something that everyone has an opportunity to exercise, not just management, and that in most companies leadership is very rarely exercised merely a job title.