L10s don't micromanage, and L7s take their cues from L8s.
If you want to have fewer meetings, you can set that culture.
If you want less fungible engineers, reinforce specialization in your OLR process.
If you don't like a process, kill it.
This is worse than than the "you're not stuck in traffic, you are the traffic." This is "you're not stuck in traffic, you are the accident creating the bottleneck".
In pretty much any big enough company with enough people, the issue is that you have a general sense of direction at higher levels, and if you go against the grain, it makes other people criticize you because they want to be seen as going with the grain for their career paths. If you want to see the biggest example of effect in action, go work for the US government.
So at certain point, you just stop caring to do anything because the paychecks are worth more to you.
But advocating for my direct reports instead of happily figuring out which one to fire next is what made the experience so dreadful and career-limiting when the L8 and L10 herd's jobs depend on continually hiring and firing to look busy.
Pro-tip: if it's an abusive culture, leave ASAP.
I chose to "disagree and commit" to "The Law of Two Feet" and left. One L8 claimed he would be blacklist me and my direct reports (who also left) from ever returning. He got a harassment claim later and I asked in return for my input that HR investigate that claim. Nope, not blacklisted, he was just a lying PoS.