I think there is a middle area between being a "nice boss" and being a boss who calls out internal engineering implementation concerns (rightly or not) on Twitter. And then fire people who disagree in a response.
Hewlett and Packard were relatively low on the asshole scale, at least for their employees. [1]
Early support for company health insurance, flextime, work-from-home, free coffee breaks, decentralized decision making, etc.
See the HP Memory Project at https://www.hpmemoryproject.org for some of the stories. ("Jim Catlin's Packard Story" and Packard's 11 rules, "Bill Hewlett and the HP Medical Plan" for their anonymous payment for medical bills for an employee's premature baby, etc.)
I don’t think it’s nice or not thing but more a management strategy thing. Hard-driving can be great at extracting value from an organization but it isn’t as effective at exploring potential as other management styles.