One of my managers had the goal of "shielding" the engineers, which in practice meant that everything went through him (at each step losing nuance), we never knew why something was important (we didn't know what we wanted to solve and why it was valuable for the company), why something was the most important task at a time (why not work on something else), we didn't know who to ask about it (felt like learned helplessness), we didn't know how deadlines came to be (where they just made up or was there a really good reason).
One of my managers had the goal of "shielding" the engineers, which in practice meant that everything went through him (at each step losing nuance), we never knew why something was important (we didn't know what we wanted to solve and why it was valuable for the company), why something was the most important task at a time (why not work on something else), we didn't know who to ask about it (felt like learned helplessness), we didn't know how deadlines came to be (where they just made up or was there a really good reason).