Depends on the product and the actual functional relationship between PM and engineers. Is the product manager mostly working with designers and customers to see what is needed for the underlying project, and then communicating that equitably with engineers? That's ideal. Is the product manager making high-level technical commitments to management (e.g. "we are going to move our VMs from AWS to Azure by EOW!") because it's what they want to hear and then acting extremely bossy and assholishly to engineers trying and likely failing to meet that deadline? Do they not even do anything other than acting as a second manager who is way less qualified? Then they are actively making the work environment worse. Both situations are possible and honestly technical skills don't even matter that much here.

Now, if you are working on a very software-y product like SAAS or some other thing where other developers are the consumers, then you should not be non-technical (or if you are non-technical you should have a ton of experience being the PM for technical products) simply because you have little hope of understanding the needs of the consumers of the product. But this is a minority of products