This is the hard part of jobs. It's important to realize I guess that if you're both of not in a position of authority and disincentivized to make magic happen, the scope of your job is not to ship a hypothetical amount of work that you'd like to if conditions were perfect, it's to do the best you can with the people you're working with. There's always going to be some bottleneck, and sometimes that's you, sometimes it's not. So I'd find the most respectful way to exert as much agency within your purview as possible, but no more, and just mentally accept that or move on. I've been in this position, and in retrospect my job was not to imagine a scenario where I wasn't working with the people I was and strive to get more done, it was to get as much as I could done within the constraints that have been set forth. The team and the company is implicitly asking you to just not accomplish more than that, and you either don't worry about it or move on.
If more is expected of you than your conditions allow, estimate accordingly, and if it's a real problem, start looking elsewhere. It's a huge mistake to burden yourself mentally with things you can't change but feel you should be able to.
If you're in a position of delegation but not authority, then it's important to simply figure out how to navigate that; some people simply aren't 'curious' or have much in the way of complex thoughts, they can't carry a conversation, they're just dull, and to a person who's the opposite, it's very frustrating. Some of those people though are very good at getting some rote mechanical work done, or extremely narrowly scoped stuff. You don't want to be trying to micromanage them or anything, but give them low-risk work and gradually ask more of them in a way that helps you build trust.
If more is expected of you than your conditions allow, estimate accordingly, and if it's a real problem, start looking elsewhere. It's a huge mistake to burden yourself mentally with things you can't change but feel you should be able to.
If you're in a position of delegation but not authority, then it's important to simply figure out how to navigate that; some people simply aren't 'curious' or have much in the way of complex thoughts, they can't carry a conversation, they're just dull, and to a person who's the opposite, it's very frustrating. Some of those people though are very good at getting some rote mechanical work done, or extremely narrowly scoped stuff. You don't want to be trying to micromanage them or anything, but give them low-risk work and gradually ask more of them in a way that helps you build trust.