Managing people is hard.
Hands-off management doesn't work. Neither does hands-on management. So what the hell do you do with your hands?
Somehow you have to find a balance between letting people on your team do what they want to do, and you telling them what to do. And that balance must be difficult to find, because a lot of managers suck at finding it.
I know you've worked for bad managers; we all have. When I was a junior I had one manager who may as well have had his office on the far side of Pluto, he was so remote. Except for a few long-time cronies, he had no relationships with anyone, and little communication. A few brusque words were all anyone got before he scurried off for a smoke break. He seemed to be nothing more than the façade of a manager. (Hmm, remind you of any recent presidents?)
But he was in many ways better than another boss (not my direct report) who made his art directors redo layouts mercilessly, changing his mind on whims, and plenty free with his sarcasm. Now, you could *almost* justify his cruelty if he'd been creating fantastic work, but let's just say his preferred style was pretty, um, traditional.
So, when I came to manage people, I at least knew what I didn't want to do.
You have to find a combination of their freedom and your involvement. But even that can be tricky. I know of one agency leader who would let her people "run" with projects, only to "take a peek" hours before going to client (or even, sometimes after) and get very critical of the work, and the brief, and the process, and the people. A more punishing "freedom" I can't imagine.
My preference is to be involved in the beginning. Instead of imposing my own ideas, I try to make sure the team's ideas are as good as they can be; that they play out to their own internal logic, and explore as much territory as possible. (Would you trust a creative director who had to have all the ideas? Um, no.) Then back off, and let them fight their own battles; if they need help, they'll ask for it. That's how trust is built across the entire team; that's how you get to the point where maybe you as a manager don't have to be so involved any more. Because you've demonstrated to your team that you're comfortable with them making decisions, and them having real responsibility. And you've seen how your team thinks, and are confident about their process. That doesn't mean they won't fail. But more often than not, they'll succeed.
Now, I'm definitely not as consistent about this as I might make it sound. I'm sorry that sometimes my inner control freak emerges. But it's the way I want to work, the way we all should.