A book I think is crucial is Creativity, Inc. (the Pixar book). The most important piece of its perspective, I think, is the idea that managers can screw things up in a bajillion ways, and that it takes consistent work and focus to create an environment where people WANT to bring up problems, WANT to bring in ideas, and WANT to do their best work.
Another valuable book is Moral Mazes -- it's a tough read, but the takeaway is that managers are almost universally insecure, like INSANELY insecure, because they don't really produce something tangible, they produce the feeling of stability and predictably and (most important) loyalty in THEIR managers, and how the heck do you measure that? They're always one misunderstanding or failure to anticipate a problem or to quell some fussing away from being fired, or shut out of promotion. They exist in a terrifying state of status uncertainty. If they're not careful -- like REALLY, REALLY, affirmatively, pro-actively careful -- they'll create an environment where the people under them, who have front-line knowledge to bring, will suppress problems and avoid difficult conversations because they'll know how upset their manager will get. This can be incredibly costly. A good manager has to be brave, not just for themselves, but for those under them who need bravery to speak up. And that manager needs to go to bat every single time someone under them is right -- even if it costs the manager their job.
Of course, few managers understand this advice or have the slightest spine to stand up for what they (internally think they) believe in. It's much more common to find managers who deal with "the wrong person" under them having a good point (and feeling embarassed, or worried that a superior will feel embarassed) by covering for it by getting angry.