I wonder if ratio of business skill vs HR skill depends on how political the organization is and how much direct business-oriented impact the management positio

I wonder if ratio of business skill vs HR skill depends on how political the organization is and how much direct business-oriented impact the management position has on the organization. And that makes me wonder if there’s a way to (partially) decouple management from power, at least for most managerial positions. Part of what attracts the wrong people to management, be they players or engineers with limited people skills that want to fix things, is power. Would it be possible to have a manager that only dealt with performance, personnel issues and resource management without having any say over what they worked on or how they did things? It seems like there’s elements of that already accepted as the norm (project managers, product owners, etc.) but the effectiveness of those positions varies wildly from org-to-org because of people managers. Sometimes they’re not even distinct roles because people managers won’t surrender any power.