This feels right. I also believe that what people need are LEADERS and not MANAGERS. I'm sure there are plenty of examples of the two on the web.
The challenge I see a lot of managers have is that they look to much at an engineer as a widget and not literal human that is just as capable as the manager (most the time). There are often times no lines between roles and responsibilities and every shop does that slightly different, and not based on some framework they masterly put together, but just something based on how the pieces fell in place with some help from previous experiences.
I just wanted to say also - _most_ engineering managers are not good managers. They were good engineers that are in the unfortunate process of the Peter Principle.
The challenge I see a lot of managers have is that they look to much at an engineer as a widget and not literal human that is just as capable as the manager (most the time). There are often times no lines between roles and responsibilities and every shop does that slightly different, and not based on some framework they masterly put together, but just something based on how the pieces fell in place with some help from previous experiences.
I just wanted to say also - _most_ engineering managers are not good managers. They were good engineers that are in the unfortunate process of the Peter Principle.