There's a another twist in here when you have organizations that use "matrix" management, where you not only do you have line managers (like the role described

There's a another twist in here when you have organizations that use "matrix" management, where you not only do you have line managers (like the role described in the medium article), but you _also_ have project managers (PMP's) and program managers. A good line manager will shield his folks from project-management bullshit mind-games. Giving PMP's direct access to your people is a recipe for stressing out everyone involved. Unfortunately, that is becoming more and more normal these days as the manager-to-contributor ratio converges to or exceeds one.