I don't mean to pile on, please take this as advice from someone who has been in engineering management for quite some years... You seem to have some preconcei

I don't mean to pile on, please take this as advice from someone who has been in engineering management for quite some years... You seem to have some preconceived notions about managing people (and engineers specifically) that will, frankly, cause you a lot of trouble were you to implement them with your teams. Minimizing all communication will lead to a total breakdown of context - you want to strive for more of good communication (immediate team collaboration, access to stakeholders, healthy relationships with other teams) and less of bad communication (pointless meetings, status updates, cross-team blockages). Having engineers be responsible for everything is also a solid recipe for burn out and dissatisfaction, as others have pointed out. Most engineers do actually enjoy learning, but the manager's role is to encourage and provide opportunities, not to be the teacher, or appoint teachers. I highly recommend reading existing literature on management, and not paving your own path here. Start with Camille Fournier's "The Manager's Path".