I've helped organizations transition from waterfall to agile, and there was absolutely no decrease in the workload for management. You still need some form of

I've helped organizations transition from waterfall to agile, and there was absolutely no decrease in the workload for management. You still need some form of functional management to get the right staff, make sure they have what they need to be able to do their jobs, and deal with day to day issues. This might sound trivial, but it really isn't, and somebody who does this job well will enable a lot more success than somebody who treats it as a minor task. And you also still need some form of product and project management to ensure that the work being done is aligned with strategy, marketing, sales, finance, etc, and to serve as an interface with those groups. Failure to do this effectively creates massive inefficiencies. As such, I really don't think any moderately intelligent competent manager is at all concerned by Scrum, Kanban, XP, TDD, Lean, or any other Agile practice.