I think there is this troika of "Leadership", "Management" and "Followship". You don't have to be an engineering manager to be a leader, and just because you are a leader doesn't mean you have any "followers". As someone who's been a team lead, a tech lead, an EM, and a C-level, I feel the goal is to hit that balance between those three. You want to embody a leader by actually being technically great, visionary, empathetic, and leading by example; but you also want to manage people and expectations; and ultimately you want people to follow you - to basically say "I love working for/with this person". Finding this triangulation is essentially what makes you timeless and relevant no matter the fad.
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I think there is this troika of "Leadership", "Management" and "Followship". You don't have to be an engineering manager to be a leader, and just because you are a leader doesn't mean you have any "followers". As someone who's been a team lead, a tech lead, an EM, and a C-level, I feel the goal is to hit that balance between those three. You want to embody a leader by actually being technically great, visionary, empathetic, and leading by example; but you also want to manage people and expectations; and ultimately you want people to follow you - to basically say "I love working for/with this person". Finding this triangulation is essentially what makes you timeless and relevant no matter the fad.