I agree. The two skill sets - management and technical ability - rarely overlap strongly, and even when they do, the person is usually comparatively better at one or the other where they're better off focusing - and I mean comparatively with reference to https://en.wikipedia.org/wiki/Comparative_advantage .
When someone is strong at making technical decisions, they'll also want to own the delivery of the most technically challenging bits - the bits they'd be best at. That either crowds out growth in the team (if they do it), or they swallow their ego and deliver something they're not fully happy with (if they delegate it), which isn't a whole lot of fun either.
There is a middle ground of delegating, and then refining approach as the team works. Of course, this must be done judiciously. Doing this for non-functional reasons like coding style will get quickly tiring to both the lead and the team.
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I agree. The two skill sets - management and technical ability - rarely overlap strongly, and even when they do, the person is usually comparatively better at one or the other where they're better off focusing - and I mean comparatively with reference to https://en.wikipedia.org/wiki/Comparative_advantage .
When someone is strong at making technical decisions, they'll also want to own the delivery of the most technically challenging bits - the bits they'd be best at. That either crowds out growth in the team (if they do it), or they swallow their ego and deliver something they're not fully happy with (if they delegate it), which isn't a whole lot of fun either.
There is a middle ground of delegating, and then refining approach as the team works. Of course, this must be done judiciously. Doing this for non-functional reasons like coding style will get quickly tiring to both the lead and the team.