> Or more generally, are traits that are undesirable to subordinates, yet desirable to higher management, actually good for the company, and are traits that the

> Or more generally, are traits that are undesirable to subordinates, yet desirable to higher management, actually good for the company, and are traits that the subordinates value actually detrimental to the company? This issue is not about traits, but outcome. If you delegate a task, you want that task to get done as you expect it to get done. The manager is your single point of contact wrt how that task is being executed, and thus the person who is held accountable for the outcome of that task. You hired someone to handle that task because you want it done but you can't spare your time doing it yourself. The manager keeps you in the loop and briefed about the major sticking points, and works with you to adjust your expectations. Obviously it's important that engineers approve their manager but the primary goal is obviously delivering projects that meet requirements and expectations, not pampering subordinates.