It's not that the managers are high-control.  It's that the culture expects that of them.  And so do all the people.  What possible motivation would there be to "break the culture" by promoting managers that do not exercise control as the management style?  And how would a company find people in it's ranks that fit that description?  And who is it that wants this to change and why?

Dear Mr. Balestracci, thank you. But your question has nor operational neither effective answers: it's evident your technical, goal-oriented point of view. Yet men are no machinery, they can't be charted like "bolts & nuts" - at least, as far as our knowledge and understanding of nature doesn't go that far. Men are basically lazy but they need activity, men need authority but are brought up to avoid responsibility: we're just like Titanic's iceberg, one third above water level, two thirds underneath. And it was the two thirds - or about so ... - that made her to sink. Any company's culture is made up by its stakeholders' cultures, it's therefore an input & output, rather than a "goal": I would therefore not say that companies' cultures are "designed" - unless we would think of a very high level "designer" - but I would say that they are what they are: a product of themselves. Thank you.

Organizations are messy.  They put people in departments.  They place people into process teams.  People think and act in terms of them and us or customers.  Departments serve projects.  Projects serve departments.  Projects serve customers.  Bosses reward individuals or teams.  Individuals seek recognition.  Bosses alienate or scare employees.  Employees feel undervalued and dare not speak up.  Bosses have favorites.  Employees politick for attention.  Organizations improve quality to reduce costs or often the opposite.  Organizations are selfish or selfless.  Leaders serve employees so employees serve customers. 

Whatever the leadership style, the organization is a system with many interacting parts that may help or hinder the organization’s purpose.  As a system, the organization is much more powerful than an individual employee is.  Leaders and employees need to understand their system if they are to optimize it for the organization’s mission. 

Us recommending any style of management or behavior probably will be ignored.  Better to guide readers on what she or he must do to understand how their organization adds value and prevents loss.   Perhaps the resulting management system changes behavior as it holds up a mirror to damaging behavior.

So, the question is how do we develop or organizational management system?   Can leaders and employees then understand how their organization works as a system possibly for the first time?  Can the resulting process-based management system provide leaders and employees with levers to change their organizations?  Consequently, they may work more effectively and more efficiently for the good of customers, shareholders, employees and others who are concerned for the organization’s success.