The presumption here is that engineering leadership is the best source of intelligence and ideas. That now you are in a leadership role, you have a megaphone, so use it.
This is a terrible, terrible practice.
If you truly do have the best knowledge, build support for your ideas through dialogue. Make engineers and other leaders feel like they own the idea.
Good managers build consensus. Good ideas build their own momentum. Bad managers use the megaphone, and push their ideas by avoiding dialogue. Even if their ideas are implemented through micromanagement/force of will, they do not stick, because no one else feels ownership.
Larson seems to think that engineering excellence from ICs is synonymous with doing what your manager tells you without question.