The upshot of the paper is that managers tend to use less of their brain to make decisions, relying on established heuristics rather than fully engaging their cerebral cortex. This leads to fast, efficient decision making.
The implication I take away from this is that you get managerial failure in highly unusual (Black Swan, perhaps) situations that cannot be handled with existing heuristics and that managers are probably not inclined on the first blush to think outside the box.
Being in a managerial position myself, but one where I still am actively involved in the lab and in product development, I find that I appreciate the time I have where I’m not being expected to make rapid, effective decisions. It could be the case that letting your managers exercise these other areas of their cerebral cortex will produce better managers, ones who are able to make the rapid decisions that this paper indicates they can make, but who still have the facility to think more fully about the decision.