I tried to embody this ideal when I managed a team, but realized shielding too much meant less connection of members with the wider org and too much dependency on me for context and such. Overall, this meant we were a lower value team for the org.

Maybe it's not the same scale, but I recently came across this passage in Cryptonomicon which I find applies to a lot of middle management.

> The extreme formality with which he addresses these officers carries an important subtext: your problem, sir, is deciding what you want me to do, and my problem, sir, is doing it. My gung-ho posture says that once you give the order I'm not going to bother you with any of the details--and your half of the bargain is you had better stay on your side of the line, sir, and not bother me with any of the chickenshit politics that you have to deal with for a living. The implied responsibility placed upon the officer's shoulders by the subordinate's unhesitating willingness to follow orders is a withering burden to any officer with half a brain, and Shaftoe has more than once seen seasoned noncoms reduce green lieutenants to quivering blobs simply by standing before them and agreeing, cheerfully, to carry out their orders.

Again, this is definitely not this extreme in corporate culture but this is exactly the kind of division of labor I see with most successful teams.