"And a manager who was a distinguished developer will be much better suited for leading a team of developers -- even if he doesn't program any longer. "
I am not so sure about that. I would say a distinguished manager who was a developer might satisfy your criterion. Social skills, leadership, empathy, and other such traits might be (perhaps even overwhelmingly) more important. That suggests an interesting application of the Peter principle. It seems to me quite possible that promoting the worst developers will lead to (on average) better managers, since we would not be removing the best developers from the development pool (and thus lowering the average competency of the developers), while--assuming people skills are in the large independent from coding skills and come from a normal distribution--the promotee's people skills will likely be better than their coding skills.
Really quite counterintuitive, but to me, a cool idea.
I am not so sure about that. I would say a distinguished manager who was a developer might satisfy your criterion. Social skills, leadership, empathy, and other such traits might be (perhaps even overwhelmingly) more important. That suggests an interesting application of the Peter principle. It seems to me quite possible that promoting the worst developers will lead to (on average) better managers, since we would not be removing the best developers from the development pool (and thus lowering the average competency of the developers), while--assuming people skills are in the large independent from coding skills and come from a normal distribution--the promotee's people skills will likely be better than their coding skills.
Really quite counterintuitive, but to me, a cool idea.