A quarter-century ago, John Gabarro and John Kotter introduced a powerful new lens through which to view the manager–boss relationship: one that recognized the mutual dependence of the participants.
The fact is, bosses need cooperation, reliability, and honesty from their direct reports. Managers, for their part, rely on bosses for making connections with the rest of the company, for setting priorities, and for obtaining critical resources. If the relationship between you and your boss is rocky, then it is you who must begin to manage it. When you take the time to cultivate a productive working relationship—by understanding your boss’s strengths and weaknesses, priorities, and work style—everyone wins.
In the 25 years since it was published, this article has truly improved the practice of management. Its simple yet powerful advice has changed the way people work, enhanced countless manager–boss relationships, and improved the performance of corporations in ways that show up on the bottom line. Over the years, it has become a staple at business schools and corporate training programs worldwide.
Read More http://hbr.org/2005/01/managing-your-boss/ar/1