I feel this comment might go over people's heads if they take the connotation of a "though leader" as someone who makes a mess of things with overcomplicated so

I feel this comment might go over people's heads if they take the connotation of a "though leader" as someone who makes a mess of things with overcomplicated solutions and then leverages it to greater roles before the consequences of the mess are discovered. However, I've definitely seen this problem even with legitimately strong, seasoned technical leadership, where the vision is great, but the team just doesn't have the skills to pull it off. You can't have good macro-engineering without good micro-engineering. The problem with the cambrian explosion of tech is that it obfuscates the basics that engineers need to understand. Junior engineers end up struggling just to stay on top of incidental complexity and many come to the conlusion that building good software is just about learning enough languages and tooling, when in reality they are barely keeping their head above water and never learn the deeper lessons of what works and doesn't in software systems.