I second this notion - other comments here are saying micromanagement is a symptom of a trust shortfall (which can be true), but where I’ve seen it most is managers who aren’t as adept at communicating direction or feedback and fall back to dictating how they would do it.

I’ve found there’s quite a bit I could do as their subordinate to coach them surprisingly - open conversation about what kind of direction was useful, what kind of feedback was valuable etc went a long way to mature their ability to manage people.