There's a term for these tendencies: the Power Distance Index. (http://www.lessonsoffailure.com/developers/real-reason-outso...) The idea behind PDI is that leaders in some cultures expect, and even to an extent welcome, subordinates who question them. And there are other cultures where leaders expect obedience above all, regardless of any objective measure of correctness.
India is a high-PDI country. If you're taking orders from an Indian manager, for the most part they will expect you to keep your head down, shut up, tow the line, and do what you're told. This also partially explains Westerners' complaints about Indian subordinates: that they don't speak up, don't take responsibility, don't innovate. They have been very thoroughly taught not to. On the other hand, this also explains the at times amazing attention to detail -- if details are all you are allowed to control, you will control the living crap out of them.
It's not entirely true in Indian tech industry. Every year most companies lose up to 20 percent of their workforce because they move to higher paying jobs and better companies. This is a serious issue that managers are usually at the mercy of their talented engineers.
India is a high-PDI country. If you're taking orders from an Indian manager, for the most part they will expect you to keep your head down, shut up, tow the line, and do what you're told. This also partially explains Westerners' complaints about Indian subordinates: that they don't speak up, don't take responsibility, don't innovate. They have been very thoroughly taught not to. On the other hand, this also explains the at times amazing attention to detail -- if details are all you are allowed to control, you will control the living crap out of them.