[roenxi]

Senior leadership will word it more diplomatically; but that is the only mindset that makes sense for them. Once you have the power to choose to add or remove resources from a project it doesn't make sense to interact with the company in any way other than transacting skills and time for money. Except people with substantial equity stakes, for obvious reasons. One of the tells of a high-performing management culture is everyone can do their job in working hours with the skills that they have formal training in.

There are exceptions where you sometimes get workaholics in high places, especially founders. That can be an advantage or a disadvantage; I've seen at least one founder destroy their own business because they couldn't stop coding, get a regular 8 hours sleep and switch off from time to time. One of the paths from sleep deprivation leads to a rolling crisis and eventual company collapse. They didn't understand that a boundary between work and not-work is necessary for high performance management to happen.