This kind of thing is true outside the context of the head of a company.
I've worked for mid-level leadership in large companies (maybe 1,000 people reporting to them) that basically just cast spells and hope the magic gets done by the people on the ground. I've also worked for leadership at the same level that invests time every month to have skip level conversations 2-3 levels removed in the org chart. There is a material difference, in my experience, in the timeliness and consistency of how things get executed in the latter.
Micro-management isn't always the worst thing. Sometimes it's necessary.
I've worked for mid-level leadership in large companies (maybe 1,000 people reporting to them) that basically just cast spells and hope the magic gets done by the people on the ground. I've also worked for leadership at the same level that invests time every month to have skip level conversations 2-3 levels removed in the org chart. There is a material difference, in my experience, in the timeliness and consistency of how things get executed in the latter.
Micro-management isn't always the worst thing. Sometimes it's necessary.