Leaders can matter—a lot—even if they do not exercise granular, top-down control. They can provide the right context and motivation, articulate high-level aims, resolve issues and create the kinds of systems and cultures that do not need explicit direction.

A great illustration of this idea in context is Andrew Gordon's book on the Battle of Jutland, The Rules of the Game[1]. He mostly contrasts the leadership philosophies in the British Navy shortly before and during the Battle of Jutland. The British Navy became very top-down and procedure-oriented during peacetime, which did not generalize well to operating in battle.

[1]: https://www.goodreads.com/book/show/354137.Rules_of_the_Game