"How to Manage Despite Your Boss" provides a way for managers who don't handle ultimate responsibility for a department or project but want to make a positive impact in their organization. It also covers situations when you are given ultimate responsibility but are being subconsciously (or unconsciously) sabotaged by the person who has given that responsibility. To provide its example, the book walks the reader through a fictional (but highly realistic) situation where a leader gives their subordinate responsibility but sabotages the project that the subordinate feels powerless to do anything. The book argues people need to understand the obstacles (both internal and external) that keep leaders from serving as a support in task delegation, rather than an obstacle.
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