There are certainly benefits to recognizing the often under-appreciated value of individual contributors. However, software development is a team sport. At some point, an individual contributor hits a ceiling with how much effective influence and value they can have within a team or organization. They eventually need to be able to sell ideas and lead others. It seems like this post is suggesting that there should be or could be a hard divide between officially having direct reports and otherwise providing leadership. I think that drawing that line is very difficult. Eventually the two concepts naturally converge. If I am responsible for the execution of some technical idea, I damn sure want influence over who will be helping me with that execution. I can't imagine that there are any C-level positions in a company that do not include having direct reports. If you want to keep advancing, you are going to have to learn to manage people. I don't think there is any way around it. Like Naomi said in the excellent comment above, the only solution is good management.