Every company I've worked at as a software developer or a manager, my managers have been technical. I got to my position by being capable both technically and managerially. If you don't believe that doing what you are told to do is important, that is the reason that you won't be promoted, not because you are a "beast of burden".
Clearly, our stories are different. I posted my thoughts based on my 3 years experience in a major Fortune 500 IT corp., where 90% of managers are top-school MBA graduates.
My objection to the article was that too often, engineers are considered subordinate by definition, and seen as mere doers with no say in the matter, which is in great contrast with the idea of being an engineer I had back when I was at the university.
Reality is that in some workplaces what you call 'managerial capability' ends up being the ability to carefully choose whom you're going to spend your coffee break or lunch with, false empathy, or just plain arsekissing. Some says this is office politics, but it's a game I don't like to play.
I agree, that's why I don't work in those types of organizations and don't recommend it.
My rule of thumb is this: if technology isn't a major component of what your company "does," you will never be treated with respect by your company as someone in technology.
