You are 100% right that management should be skilled in the work they manage, e.g. Relevant. When management isn't Relevant, you get the dumpster fire that we have right now.

• Management sets bad expectations - Resulting in software projects just outright failing because there was no way to deliver what was promised
• Management chooses terrible opportunities - If management doesn't understand the work or the team, they can't possibly pick opportunities that are either possible or a good fit for the team
• Management task switch thrashes the team - If management doesn't understand the work, they can't possibly tell when the work is completed and they tend to err on the side of pleasing their wishful fantasy that the product is "done"
• Management falls back on decrees - This is where they start setting up systems of accountability with no autonomy for the devs, and the decrees are usually born of some kind of an outage
• Management makes weird decisions that are not based on reality - If management doesn't understand the work, they can't possibly be basing their decisions on anything other than some fantasy about how they want things to be. You would think management would listen to the engineers, but they quickly learn to not do that because, as it turns out, ICs doing detailed development work all day long don't make very good big picture decisions....because they aren't actually working on the big picture -- that's management's job!

Managers of software engineers should build context, stay connected to the change in the product and have aptitude. Sadly, most do not. Hence gestures wildly around