[public_defender]

My take on this is that nobody sees themself as being responsible for developing or cultivating a "manager" as such. Company culture is usually something like "we build widgets, not managers. Let's focus on making everyone the best widget builder possible." Take my field as an example. The executive public defender absolutely does manage managers: her direct reports are supervising attorneys or bureau chiefs or whatever. But she sees her job as managing public defenders.

For that reason, training for public defender managers is usually legal training and subject-matter-specific leadership training. For example, we get a lot of training time on how to support lawyers through burnout. It is almost unheard of that we would get training on abstract or generalist management practices. Executives see it as off-mission and managers think it's a waste of time.

This problem is exacerbated by being a correct strategy at a certain (small) organizational scale, but the paradigm falls out of alignment as the organization grows. It's hard to build an intentional culture of management in an already-existing organization.