A lot of comments here about trust being the key to software dev management, with the implication being that managers should trust their subordinates. I agree with that, but also it needs to go the other way: as a subordinate you need to trust your manager; this isn't just for ICs, it goes all the way up the management chain. To be clear, this is not about your manager looking out for your interests per se—that should be table stakes since you have a mutual interest in your team's success—but rather you need to know that your manager is competent. If you haven't had much experience, this is incredibly difficult to suss out since you really don't know what's involved in management, however they should be able to engage any question you have about why they are asking things be done a certain way. If they aren't able to listen and address your concerns in a meaningful way, that's a red flag. Also, if what they are saying is not aligned with what you hear from higher-level leadership that is also a red flag.

The other thing to call out here is that the word "micromanaging" is already framing the conversation around the worst connotations of high-touch management. But the reality is that sometimes people need high-touch management at certain times in order to be successful. In an ideal team, the manager understands each subordinate well enough to give them exactly the right guardrails that they have the autonomy and decision-making power commensurate with their skill, while also leaving room for mistakes and growth. For junior to mid-level this means assigning tasks and projects, for senior to staff level this means taking more input from them and aligning with organizational priorities. At any level it's possible for an IC to feel micromanaged, which is why two-way trust and open communication are so critical.