speaking from underlying viewpoint
Not sure this applies but if it does you might consider it. While I have not been in the underling role in a very long time when I was one of the practices that hurt my performances was that of managers or directors who operated on a "need to know" basis. I could always do my job much better if I knew what was going on, what was planned and why. When I did know, I could help indirectly or directly in a more positive way. I could also understand the source of stress others were experiencing.
One caution is that organizational climate and philosophy has to be explicitly tuned to such openness and even the most basic values, efficiency and getting along, might need to be spelled out. If it is not, when the lowest level clerk (that was me) does something so small as making a tracking form for his own use or putting my supplies in alphabetically ordered boxes, it was a threat to the person one step or more above, who went to the top about Jamie "changing how we do things".
However, I am not in that role now and I deal with the reverse--an "underling" who while reliable, and well-intending repeats her ill-thought out ideas based on a first view, free association, or something she heard about on a commercial, and ad nauseum, even after they have been ruled out as unsuitable due to dimensions, maintenance requirements, costs, legalities, etc.