Yes and no. A more extreme example of this is the US Army's Mission Command Philosophy.

The yes part:

Leaders like velocity and don't want rules to slow people down. Rules exist for a reason, because somebody in the past has fucked it up for the rest of us. Leadership still wants goal accomplishment in the shortest time frame and at the cheapest cost, though. The US Army baked this into the cornerstone of their leadership approach more than 20 years. The central concept is for a leader to tell their people at set of goals and then release their people into the wild and figure it out on their own. This provides flexibility with minimal constraints, which is especially important in a rapidly changing environment of fluid changes where the senior leader has outdated information.

Its also why corporate leadership doesn't discourage working on personal code projects if that value comes back to the organization.

The no part:

Leaders, at least the non-toxic ones, don't want to cannibalize their people. Even if rules are not important ethics certainly are. Good leaders don't want narcissistic assholes rotting the organization from the inside even if it does mean higher velocity. If your organization reaches a market milestone first but everybody has left the organization then its purely a Pyrrhic victory and the organization will still lose. This is why up to 25% of flag officers in the US military are continually under investigation at any time.

In the corporate world this is crystal clear when you look at your leadership and your peers. Are they primarily interested in releasing a product or reaching an organizational goal or are they primarily interested in their place within the organization or the appearance of relationships.