I think this article highlights the real need for a managing layer. I know that many people, especially in this forum, will bristle and pop an artery just from

I think this article highlights the real need for a managing layer. I know that many people, especially in this forum, will bristle and pop an artery just from reading that last sentence, but reality is that the problem does not lie in management, it lies with inappropriate management. There is an interesting article, I believe from the HBR, which outlines the fallacy in today's perspective on management, especially in corporations, where the negative perspective of managers was incubated. The problem lies in that corporate culture sees management as a hierarchical and honorary title, rather than a specific task and function. What that leads to is coders who would rather simply code and build being "promoted" to management, and hating it while also largely being unprepared for it's specific skill set, and you have managers, who, much like politicians, are more interested in the career and advancement than the actual function of managing. A managers function is to leverage, organize, and clear the path for the team they manage; their primary and sole purpose should be structure and lubrication, not micro-managing and strategic direction.