Out of college I worked in the office of a Big 8 CPA firm in KC, a city with few big-client home offices. Accordingly, we performed many "sub-orders" for work at local branch offices of big companies headquartered elsewhere.
A number of them were technical firms, staffed largely by engineers and others of that ilk. As I made the rounds of these offices, doing whatever needed to be done on the financial side, a distinct trend was noticeable among their people. Most of the branch managers were the firm's brightest engineers. They had excelled at their engineering jobs and risen through the ranks, only to find themselves in a job they weren't prepared for and didn't like.
One guy at Woodward, Clyde Sherrard (at the time, the country's leading soils analysis firm) had a wall-full of MIT degrees and professional credentials, and was quite vocal in his disdain for the management functions. "Here I am, with all this education and aptitude in the field I really like and have gotten pretty good at, and what am I doing? Analyzing tough core samples? Hell no, I'm sitting at this F(&$^ing desk doing budgets and HR reviews, getting bids on new trucks and a bunch of other crap that I'm not qualified to do and hate every minute. I'd gladly trade places with any of the guys that work for me, but the company won't let it happen. Now I'm thinking I may need to go to night school to pick up some business and management courses, or maybe even an MBA."
The guys who can get through engineering school are obviously waaay smarter than necessary to figure out the B-school stuff, so IMO it's not a question of whether they
could do it as much as whether they
want to do it, and whether it's the
best fit for them. Several of the interim CEO (company turnaround) assignments I did in the late 90's had engineering departments that fell within my area of responsibility. Once I figured out which ones had some common sense to go along with their engineering smarts, they were easy to work with and easy to manage.
I didn't ever try to work on the personality or clean underwear issues, since I was pretty sure I wouldn't be there for the 10 years necessary to get that part on track.
True, most engineers don't make good managers. Of course, most managers of engineering firms with such backgrounds are referred to as the pointy-haired boss, usually with good reason.