Claude Jones, excellent article! Starting even with awareness that these anti-patterns exist can help people to start thinking about change or maybe even slow these patterns in their tracks.
Breaking down walls, silos, and ensuring there are commonly shared, cleared goals always helps an organization.
One of your headings: “ Reaction to vague leadership directive” reminds me of the Eisenhower time management maxim: “What Is Important Is Seldom Urgent and What Is Urgent Is Seldom Important”. It is tempting to be eager to please, but if you don’t know what success really looks like, then what is the likelihood of actually pleasing that boss?