Years ago, I coached a new manager who did the worst thing possible. In his insecurity about his new role and desire to succeed, he forbade his direct reports from having any conversations with others in the organization without him in the room.
It was a disaster. The direct reports felt micromanaged and untrusted. They told others that their new boss was a controlling, egotistical jerk. They certainly weren’t going to follow him anywhere.
This new leader did, by the way, see the error of his decision and improve his behavior. However, he started on the wrong foot by failing at one of the central jobs of the leader: building trust.