Which of the following is not one of the leadership roles that senior managers have to play in pushing for good strategy execution and operating excellence? a. learning the obstacles in the path of good execution and clearing the way for progress. b. being out in the field, seeing how well operations are going. c. being out front personally leading the execution process and driving the pace of progress. d. weeding out managers who are consistently in the ranks of the lowest performers (the bottom 10 percent) and who are not enthusiastic about the strategy or how it is being executed. e. delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward.