While that may be the reason in that particular case, it seems to me the more common problem for micromanagement isn't a desire to relive one's days in a position lower on the org chart, its simply lacking the skills to operate at one's new level. Or, I guess, a corollary to the Peter Principle: people tend to work at their level of competence, despite being promoted to their level of incompetence.
So yeah, the technical problems should be open to solve for me as I and my team think. But there are a lot of things my manager should define for me and care about even if I don't. That's why he's part of my team.
My favorite managers are coordinators and facilitators. They listen to everyone's input, above and below them, and stear the ship towards success. They gauge input commensurate with the experience and knowledge of each person from whom it came. They make decisions with special sauce that can't really be boiled down to words. They're transparent, communicative, thoughtful, available and appreciative.
If the manager has heavy experience and success, it may sound like he's saying "do this my way or get out". For example, Steve Jobs felt he had great taste, and many people felt he was a jerk.
He obviously received input from a huge number of people and couldn't have made Apple successful alone. He discusses how Apple recovered in the late 90s at D5 in 2007 [0]. The NeXT brainstorms are also interesting to watch [1]
I have been in the position where the VP of IT wants to have his cake and eat it too: VP salary while micromanaging variable names that the dev team uses so that he can relive his salad days as a tech lead.