> But if you're looking to learn how to be a good engineering manager, I'm not sure how much "leadership" has to do with doing a good job.
Your whole comment is spot on, but I think there's a trap here. Yes, an EM should be empowering as many IC leaders as possible, but that can't be done if the EM does not recognize true leadership. While it's theoretically possible to succeed as a manager leveraging others without having your own true tech lead chops, the majority of managers like this end up either putting too much trust in the wrong ICs or (worse) devolve into cover-your-ass "agile" process bullshit.
Your whole comment is spot on, but I think there's a trap here. Yes, an EM should be empowering as many IC leaders as possible, but that can't be done if the EM does not recognize true leadership. While it's theoretically possible to succeed as a manager leveraging others without having your own true tech lead chops, the majority of managers like this end up either putting too much trust in the wrong ICs or (worse) devolve into cover-your-ass "agile" process bullshit.