> whereas it's a bit of an anglo thing to have a "manager" who is somewhat business agnostic
I now see this as a piece of a self-justifying ideology:
A while back I read an eye-opening book called "Confronting Managerialism: How the Business Elite and Their Schools Threw Our Lives Out of Balance".  They see US-style management as a primarily a caste system.
One of the odd things about business in the US is that most people can't even conceive that there are other approaches to business beyond the standard US MBA dogmas. Even when those other approaches clearly are successful, and even when one's ass is getting kicked by somebody using them.
E.g, Amazon, which has been crushing competitors for nearly 20 years by ignoring short-term numbers and focusing on creating long-term customer value. Or Toyota, which went from a nearly-bankrupt company in war-ravaged Japan to the world's dominant car maker using a totally different philosophy of business. Toyota even took one of GM's worst plants as part of a joint venture and made it one of the best ones, but GM couldn't absorb the lessons. This American Life did a very moving piece about that plant. 
The way that one solves cultural problems is mainly by talking about them. If enough people are saying, "Hey, this prohibition thing doesn't work," and do it for long enough, then eventually the unquestioned cultural assumptions dissolve.
So my question for you is: why are you standing in the way of people doing something about it by being a jerk?
I'm no lawyer, but them not liking how you act in a meeting is probably one of the reasons.
As an aside: yes, you're right, that's horseshit. The purpose of behavior like this is to establish dominance. "Fair" is irrelevant; even "well run" is secondary to keeping the caste system in place. If you're interested in the nature and history of this, you might see if your library has the book Confronting Managerialism: http://www.amazon.com/Confronting-Managerialism-Business-Eco...
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