The central premise of the article seems to me to be a likely misunderstanding of the problem. I would bet that a Scrum Product Owner who uses a "command and control" leadership style and doesn't know how to properly delegate authority would be doing the same under any other development framework, too.
In general I'm a big fan of the "single wringable neck" principle. I've seen it put to great effect in the hands of a skilled leader, in both Scrum and non-Scrum teams. Better yet, when the leader isn't managing things well, it also leaves no question that they're the one who needs to figure out how to set things straight. Same goes for their delegates.
And for the ICs it makes collaboration easier - and therefore, ironically, enables them to work more autonomously. When everyone unambiguously knows what they're in charge of and what the team's big-picture objectives are, they have everything they need to independently figure out how best to make it happen. And it's also a lot easier to figure out who to talk to when they need to call attention to a problem.
I've seen a lot less luck with shared authority and informal delegation. On the best of days, it turns decisionmaking into an unnecessarily political process. More likely, the team will settle into an informal consensus process that typically operates as "rule by the obdurate" in practice. And when things get tough, the leaders will tend to slide into unproductive bickering that all but precludes actually fixing the problem.
Favorite readings that touch on this kind of thing: The Tyranny of Structurelessness by Jo Freeman, and Turn the Ship Around! by David Marquet.
In general I'm a big fan of the "single wringable neck" principle. I've seen it put to great effect in the hands of a skilled leader, in both Scrum and non-Scrum teams. Better yet, when the leader isn't managing things well, it also leaves no question that they're the one who needs to figure out how to set things straight. Same goes for their delegates.
And for the ICs it makes collaboration easier - and therefore, ironically, enables them to work more autonomously. When everyone unambiguously knows what they're in charge of and what the team's big-picture objectives are, they have everything they need to independently figure out how best to make it happen. And it's also a lot easier to figure out who to talk to when they need to call attention to a problem.
I've seen a lot less luck with shared authority and informal delegation. On the best of days, it turns decisionmaking into an unnecessarily political process. More likely, the team will settle into an informal consensus process that typically operates as "rule by the obdurate" in practice. And when things get tough, the leaders will tend to slide into unproductive bickering that all but precludes actually fixing the problem.
Favorite readings that touch on this kind of thing: The Tyranny of Structurelessness by Jo Freeman, and Turn the Ship Around! by David Marquet.