Yes, I think every level has a responsibility to determine whether relevant risks are addressed and control objectives met. It may not be in the form similar to each level but there should be accountability.
Deloitte places a considerable emphasis on and has a reputation for investing in its members through training and lateral moves between departments, it's always a good idea to come to the table knowing exactly what you're looking to achieve and how you think Deloitte can contribute to this.
Regarding management, I like my team to be happy in the workplace as this makes them better employees. I set clear objectives with a bit of stretch in them, and am on hand if I’m needed. If there are problems I tackle them quickly, and I lead by example. I pay attention to detail, work hard, and expect similar of my team. I reward them for their efforts and mentor them as much as necessary. So, maybe I should’ve said I was a mean boss who made people work til they collapsed and gave no help whatsoever??? Typical insurance company. It just cements why I left this sector.