I am a manager for a team of developers. One might think that they work for me and I have power over them. I have a boss and so on. But if the real goal is to deliver the product or service of the organization, then the real power is with the people who do the work.
I learned from my father that the real power in an organization is the organization chart turned upside down, at least as far as “power” means actually producing something. It seems obvious when one thinks about it: boxes (people) on the organization chart connected to lots of other boxes are too busy maintaining those connections to do anything else.
So a rational organization rewards maangers that enable their direct reports to do their job better. In other words, my job as a manager is to serve my developers.
I serve them by making sure their computers work and that their chairs are comfortable and that they have the text editor they like and that they get lunch if I ask them to work through the day.
I serve them by making sure they understand their goals and restrictions and priorities. I serve them by removing obstacles from their way. I serve them by keeping my bosses away; my job is to answer their questions and make sure the rest of the company knows what we are doing.
Tech managers do not have to motivate or control staff. Developers want to work, and they want to deliver, and they love seeing their work in use. Managers need to get them on stage in front of the right audience and let them shine.