He takes an extreme view, but there's an element of truth. Still, I have run into several great engineering managers. It's one thing to have raw talent, it's yet another to be able to steer a team with a lot of raw talent in a given direction and actually deliver a product. Such abilities are indeed rare to come by and probably require a combo of: great engineering skill (enough to warrant the respect of those talented developers you are leading), a good handle on engineering psychology and a good dose of humility.
For someone who's been using it for 20+ years, it's weird to see it explained from that side of the world. Usually I'm looking at those other languages and thinking: "hmm, nice, no need to deal with strings" or "why can't I get a bloody pointer?"