>If a manager is not technical enough to delve into an issue within their team, should they even be leading that team ?
From my experience, this type of manager is more like that of a producer, merely called manager. Their job leans more on the lead to understand the technical planning, while they themselves coordinate between leads. In addition, they are also the direct contact for (often non-technical) stakeholders, so their strengths may lay more on securing deals/clients as opposed to developing/maintaining the product.
Lots of hats being worn in such a role between "kinda tech", PR, sales, and producing, so these happen semi-often in smaller companies, and almost never in a sufficiently large company.
Oh yeah, you are describing a leader here. They are hustling for the next best project to take on for their team and/or for the company. They have moved beyond solving today's problems and spend most of their time on tomorrow's or the next year's problems.
From my experience, this type of manager is more like that of a producer, merely called manager. Their job leans more on the lead to understand the technical planning, while they themselves coordinate between leads. In addition, they are also the direct contact for (often non-technical) stakeholders, so their strengths may lay more on securing deals/clients as opposed to developing/maintaining the product.
Lots of hats being worn in such a role between "kinda tech", PR, sales, and producing, so these happen semi-often in smaller companies, and almost never in a sufficiently large company.