Q Over the past few years, my manager has normalized a peer-friend dynamic. Coworkers have confided that he falls short on projects, which forces others to pick up his slack. I’ve started to experience this while collaborating with him. He tends to lean on me and others (mostly women). He is a supportive, well-intentioned and empathetic person, but he also has made a habit of dumping his personal baggage onto me. I’m being taken advantage of.

His struggle to perform effectively may soon hinder my own growth. If I am candid with my manager’s boss, it will most likely affect his future here. Am I enabling my manager’s mediocrity at work by being overly concerned with our interpersonal dynamic, rather than taking steps to hold him accountable?

— Anonymous

A When the boundaries between professional and personal blur like this, it can be uncomfortable. And as the subordinate in this circumstance, you are at a disadvantage. Your manager has all the power and you are providing emotional labor and having to compensate for his professional shortcomings while his issues compromise your standing. Yes, you and others are enabling your manager’s mediocrity. There isn’t an easy way forward, but have you addressed some of these concerns with him? I would articulate that it’s too difficult to balance your professional and personal relationships and as such, you would prefer to remain friendly but professional. If talking to him doesn’t help, then it may well be time to talk with his boss.

Q My boss and leadership team ask all staff to share our work calendars in Outlook in full detail. This is important so we can see when others are available, are in office, are remote, need uninterrupted focus time, etc. But our leadership does not share the same access. They only allow us to see blocks of available time.

This is really annoying, is not helpful and smacks of inequality. Why do some folks in the workplace expect transparency but don’t extend the same to team members? Am I wrong here? Should I just ignore this behavior or bring it up in a meeting?

— Anonymous

A That your leadership team doesn’t give its employees complete access to its members’ calendars smacks of inequality because it is unequal. Some organizations try to flatten hierarchies, but most do not. Your supervisors don’t share the full details of their calendars because they neither want nor have to.

Yes, it would be helpful and make scheduling more seamless. It would be lovely if they understood that and acted accordingly. Alas.

You aren’t wrong, but you overestimate the amount of control you have over this situation.

If there is an organic way to raise the issue in a meeting, by all means do so if you think your request will be well received.

Frame calendar transparency as a means of making workflow more effective. Be specific about the kinds of calendar information you want the leadership to share and why. Just keep in mind that right or wrong, some supervisors might bristle at this request.

Roxane Gay is the author, most recently, of “Hunger” and a contributing opinion writer. Send questions about the office, money, careers and work-life balance to workfriend@nytimes.com. Include your name and location, or a request to remain anonymous.