Reference #124: Peopleware
Many managers became so because they performed while as "doers" — engineers, designers, individual contributors. Often these roles worked on modular components with a standard interface, so the idiosyncrasies of each component could be ignored.
This approach does not work well in management. People have idiosyncrasies, and managing those idiosyncrasies is a key factor to the success of a manager.
DeMarco, Lister. Peopleware, 2013. (1)