Reevaluating the Necessity of Engineering Managers in the Presence of Empowered Leads

The value of lead engineers and engineering managers has always been acknowledged. While their roles sometimes converge, each bears unique responsibilities and expertise that contribute to the success of a project. However, when a squad comprises strong leads, a pressing question arises: are engineering managers still essential? In order to address this, a comprehensive understanding of both roles is required.

Understanding Roles:

Engineering managers often look after the wider strategic and logistical elements of a project, guaranteeing effective resource allocation, timely task completion, and smooth communication across team members. Administrative duties, such as hiring, line management duties, performance assessments, and career progression for team members, all fall under their domain.

In contrast, a lead engineer, or a squad lead, is more deeply engaged in technical tasks. They navigate the technical path of the project, make crucial architectural decisions, mentor junior developers, and engage in complex coding scenarios. They serve as a technical guide and a troubleshooting resource when confronted with intricate technical problems. That's not to say that a lead doesn't have direct reports to line manage, they often do.

The Symbiosis Between Managers and Leads:

In a well-balanced scenario, managers and leads collaborate seamlessly, each offering their unique skills. The manager ensures the team has everything necessary for successful execution, while the lead guarantees that the execution is technically accurate.

However, in squads with strong lead engineers, the role of an engineering manager may be questioned. After all, if a lead is managing tasks, making strategic technical decisions, and mentoring the team effectively, wouldn't they be capable of assuming the manager's responsibilities?

The Short Answer: Potentially, And Here’s Why…

While it might seem counterintuitive, strong lead engineers could indeed assume certain management duties, and there might be advantages to this approach:

1. Enhancing Efficiency: By assuming some level of managerial responsibilities, lead engineers could streamline the decision-making process, reducing the need for additional communication layers, which can sometimes slow down progress.
2. Fostering Technical Leadership: When technical leaders take on people management, they can offer guidance and mentorship from a technical perspective. This dual-role can create a dynamic, technically-focused growth environment, enhancing team performance.
3. Encouraging Autonomy: This model can also foster a culture of autonomy and ownership among lead engineers. If managed correctly, it can result in increased motivation and job satisfaction.
4. Resource Allocation: Having leads take on some managerial duties can be cost-effective and efficient in small to medium-sized organisations, where resources are more limited and roles tend to be more fluid.

Conclusion:

While the contributions of an engineering manager are undoubtedly important, strong lead engineers might be capable of taking on some of their responsibilities, particularly in an environment where the leads are willing and capable of handling some level of people management. The redistribution of responsibilities doesn't negate the value of each role, but rather highlights the possibility of a new dynamic where roles can be more fluid, potentially leading to increased efficiency, empowerment, and job satisfaction.