What a day at the looney farm

Ok, I was reprimanded today about an email that I sent out. There were only 5 recepients on the email but that was too many and in the organization I work for three of those people were outside the smokestake I am assigned. So that was really bad.
The organization is a non=profit that is religious in its foundation. That is not a problem. I was hired to work as the safety manager and to get some things worked out in the safety arena. Now I knew going in that I was going to be managing custodial services and what is called courier services. Not a problem.
So what is the problem? My management or leadership style is transformational. I picked up that from my time in the military and working on projects that were TQM oriented. I have also worked in positions that required a good cross-functional line of communication. I have had experience working in organizations that are stove-pipe or silo type of management. That is, each department or division is in a stove pipe or silo and the work you do is only within that silo. Info goes up but nothing down. And if you go side ways to another to ask questions or provide insight - well, be ready to find a new job.
I have been shown that even though the organization has a desired way of managing, the stovepipe is intact. I ask questions and I do of those that would be in the know. Oops, that is wrong. Had a situation with personal space heaters and the problems with using them in the cubicle farms. I sent an email out to the management group of the organization. Holy smokes, that was dumb. I had all kinds of responses and it was implied that I went about the email the wrong way. Uhm, facts on facts on facts based on regulations, standards, guidelines, and industry practices.
A couple of weeks ago what I feared would happen did, a trash can was pushed too close to a heater and the trash can melted. I figure we were about 5 minutes or less from auto ignition. So I sent out an email to management regarding this situation and attached the previous email. The response was overwhelming that "wow, we coujld have a fire." But I was called on the carpet that I was too harsh in my email. Duh, someone almost caused a serious fire and all I get is called on the carpet? Of course management decided to heed the warnings and post on the intranet the requirements. But not because of the email, but they saw on the heater the requirements.
Ok, I blow that off and get on doing what I do best. So a concert is coming up and people are really disorganized. I ask my questions and in one situation people are then asking me questions about security. Well, I will provide what I know because I think it is important to have an answer. Then I see one of the security people who should have been asked the questions in a meeting they did not attend and I received an email it was none of my business. I was ready to blow that off, but then I thought about it and I responded - not emotionally but with facts on facts.
Well, I was called on the carpet and told I sent an email outside the stovepipe and Iwas on record that all emails would only be within the smaller stovepipe and if I sent any outside that stovepipe, I would have a warning and other HR action.

I am trying to figure out why the simple question turns into a mess. Then I read an article on management by mediocrity. Well, right there is my answer. There was a really good blog relating to this titled managing by mediocrity. The author discribes the managers and directors in the stovepipe I am residing. Oh man. The article discribes what is found and how it is opposite to the organization's plan that encourages trust and risk taking.

Well, it is time to start looking for another job. I guess I could practice management by mediocrity but it is not worth it.