There's a big divide in (tech) management based on how managers see their roles. On one end of the spectrum are folks who feel their only job is to make things

There's a big divide in (tech) management based on how managers see their roles. On one end of the spectrum are folks who feel their only job is to make things happen, pronto. This is what gets you rewards, pats on the back, promotions etc. On the other end of the spectrum are folks who don't care about delivery and think that the only happy team is where everything is allowed. The truth lies somewhere in between. Sometimes the hardest part of my job as a manager is to stop my engineers from overtime/extra work, even if the project is late. I want to build a healthy, sustainable environment, not only because it's the right thing to do, but also because this is how the whole company becomes sustainable eventually. Anything else simply hides the sub-optimal things in the system (e.g. unrealistic planning culture). I wouldn't be doing a good job if I let messed up planning go unseen and hide it by pushing folks to overwork themselves. My job is not to micro-optimize but think about the system.