While I can appreciate the problems this is causing for you we are not in a position to make any diagnosis. It would not be our place to do so.

With that said, I believe to an extent you could be describing me. I set very high standards for myself; and, as a result I have reasonably high expectations of those around me. However, as a manager, I did not micromanage (for this is what you are describing) my subordinates choosing instead to lead from within. It was a 'do-as-I-do' and providing an, albeit high standard, example of performance.

The litmus test to this is whether this leader is prepared to do the work he expects of his subordinates. For me, the first rule of leadership is to never expect someone to do a task or perform at a level I wouldn't do myself.

I believe it fair of him to question the performance of the team. However, micromanaging is not the way to do it. Rather some encouraging coaching would be the appropriate fix.

What you describe does seem to be a case of overdoing it. He himself needs a coaching conversation on how to lead. I ask you to consider though the leadership style and performance expectations of his own leaders above him.

What needs to happen is the dissemination of the message of the standards expected. They need to be reasonable, and measurable.

As for his psychological mindset, my own performance has always be dictated by a high level of anxiety and catastrophic thinking.

What can you do? Communication goes both ways. Inform him you are unsure of the manner of his delivery of leadership. Ask him to lay out his expectations he has for you offer for him the steps you would like to take to achieve that. I'm sure he will appreciate this. If you cannot come to an agreement then escalate it to his own superiors. Try to offer both example of his problem behavior and what you see may be a solution.