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I would argue that it depends and varies on the person. I have had non-experts in management who did not often grasp the effort and difficulty and often made bad judgements. Then there were other non-experts who appreciated what was done on technical side a trusted that the reports will do a good job.

Then I had experts in management who always poked into everything and thought they knew better or often get swayed by sweet talks from other experts(even in cases when it didn’t make sense). Then I had experts who rose among the ranks and then despite being untouchable, still supported the reports and put immense trust and acquired all resources requested and let people do their best work.

In the end, I think, expert or non-experts bring different tradeoffs, but trust and a good relation with the people in trenches always gave the best results.