I am not a people's manager. I am a technical lead, and I consider myself a nurturer, who among other roles plays the mentoring, guiding and supporting for the team. Usually these roles overlap with the people's lead, and if it does, great: the more the better! The problem is when it is the opposite, and the people's lead does not plays those roles, or does not play in a meaningful way.
In my working experience in different companies, customers and projects, there are two kind of managers with I found really challenging to deal: the micro-manager and the people pleaser.
Micro-managers are those managers who closely observe and control the work of each individual in the team, telling them not only what needs to be done, but also how it needs to be done. Pleaser managers are those who take the path of least resistance at the expense of the team, those who say "yes" when they should say "no", trying to ingratiate themselves with other managers.
While considered "styles of managing", both styles have generally negative impact on the team. While the first promotes lack of freedom and creativity in the workplace, the second ends up with results that are rushed or delayed, poor in quality, and in some extreme circumstances, might potentially harm the organization.
Confrontation is not an Option
We all understand that sometimes a manager needs to say yes to a project that does not seem like the best way to go, and this might happen usually because of politics, but it might also be due to other factors above staff's understanding - things only managers know.
When it comes to bosses and their management styles, confrontation doesn’t usually seem like a viable option, but it is absolutely reasonable to raise the issue with them and have an honest discussion. That, plus the understanding that YOU ARE NOT that, might make your life a lot lot easier...
Peace! Peace! Peace!