That's the gulf of management
Ideally, managers are supposed to coax the best out of their people for the overall good of the department and company, rather like an orchestra conductor. They should be able to utilize different people's strengths and fill in or help them to bulk up on their weaknesses, as well as be nurturing and willing to let them fly out of the nest when they are ready. They often want diversity in their people (skillsets, not necessarily just the HR term) because just as in nature, the organism with the most adaptable genetic code has the best chance of survival and thriving. There has to be familiarity and appreciation on one side of the seesaw and authority and a character worthy of respect on the other. They have to be willing to fight for and back up their people as long as their people are deserving of their confidence. In an ideal world, there is some bridging of the gulf you describe, and many times I have seen that. I have been blessed with some truly wonderful bosses most of the time as well as had a couple of clueless ones who didn't know what to do with the gems they're given or think fear is the ideal motivating tool. That is why many times it is said once you get a good manager, you can teach them the company specifics - it is these qualities in just the right ratio that are so hard to find. It's a hard job and I can't say that I would be good at it, but I certainly appreciate a good department manager when I find one. On top of it all, if they are geeks that relate to us minions in our geekery, it doesn't get any better than that.
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