There's a common misconception, that technical excellence is a primary skill for managing a team of programmers. It's not the primary skill but a secondary one. The primary skill is managing people. One still needs to have technical competence -- far beyond just being able to code. However, the focus shouldn't be on dazzling displays of technical esoterica. The focus should be on balancing a tangle of conflicting cost/benefits and communication with the team -- logistics and tactics, not fisticuffs.

You can be a great manager with solidly average technical skills, so long as you can find a resource to advise you. (Dunning-Krueger trap: You may not know enough to understand if you truly understand the advice.) A team managed by such will usually outperform an average manager with great technical skills.

Alexander the Great would probably have conquered more of the world, if he had personally fought less.