Pretty much I'm in agreement with the general gist of delegator being preferred but micromanaging sometimes being appropriate for certain tasks and with certain employees (even if I hate it and don't thrive under it). I mean, consider fast-food service, for example... For some types of jobs and ages of workers, maybe it makes sense to dictate many more of the specifics of what one is to d.
However, I greatly prefer (and I practice now in the positions of authority I have been in) to put out the guidelines/principles we operate under, what our goals are, and then hand off work to the people doing it. I will provide direction when asked, if necessary, I love being asked questions when someone is unsure, and I provide people with the tools and support they need to do their job. (I might be the leader, but I view it as a "support" role as well, in that I might give a vision and guidelines but I'm also making sure they have everything they need to succeed and excel. I feel like their success is my success, in that it means I gave them the direction and tools they needed to succeed at least... and their failure means possibly I didn't address a problem or give them the support they needed. Obviously the circumstance matters, but in general I feel a responsibility to equip and provide guidance.)
One thing I did personally learn in life was how to make decisions when I am unsure of what to do (or how to ask appropriate questions, so that I can THEN make a decision) rather than just floundering in uncertainty. And people who just use uncertainty as an excuse to not do anything bug me. I prefer initiative and engagement even if some mistakes are made along the way, versus someone just doing nothing whatever unless specifically told everything to do. I'm really happy with the people who work under me; I think half the battle is in the hiring and getting good folks who understand their work and engage it and others.