My approach as a manager was to delegate as much as possible to the agreement leadership (foreman, etc.), similar to how officers delegate to NCOs. The team ran efficiently and my guys knew I wasn't out to get them.
Most managers are trained (especially the ones fresh out of school who don't know any better). To look for reasons to write people up. I noticed that the managers fell into two categories: the people waiting a year so they could quit without paying back their relocation package, and pathological policy wonks that would invoke any and every possible reason to mess with everyone they encountered, whether it was agreement, non-agreement, or contractors.
UPRR needs some deep introspection on how they recruit and develop leaders, as well as how they structure and deploy their leadership culture.