I first wrote about the lead vs manager distinction in software development in 2016. A decade later the line is blurrier than ever--and GenAI is part of why.

The original distinction was simple: if you spend half or more of your time writing code, you're a lead, regardless of what's on your business card. If significantly less, you're a manager. Organizations that keep those roles separate consistently ship better software and grow better engineers.

That's still true today. But GenAI has given companies a new reason to collapse these roles--and a new set of risks when they do.

Here's what's changed for each role:

For the Tech Lead:
GenAI raises the productivity floor for individual contributors dramatically. A skilled lead with strong AI tooling can produce what used to require a small team. Companies have noticed--and some are using this to justify asking leads to absorb management responsibilities. Don't be fooled by the productivity argument. Reviewing AI-generated code at scale, governing how your team uses these tools, and maintaining architectural integrity are already expanding the lead's cognitive load. Adding people leadership on top of that isn't a productivity gain. It's a recipe for the same burnout the hybrid role produced before GenAI existed.

For the Engineering Manager:
GenAI doesn't eliminate the core of the management role--it shifts it. The administrative overhead (status updates, reporting, some forms of performance documentation) should get easier. What doesn't go away: removing blockers, developing people, judgment calls about team direction, and now--understanding AI-assisted output well enough to hold your team accountable for it. AI-assisted--not generated--because people need to remain accountable for any and all software that ships. No blaming the AI for outcomes. Managers who stay deliberately close to how their teams are using AI will have a real edge over those who don't.

The job-search advice from a decade ago still holds: scrutinize the description, ask how the role is scoped, and look at the manager's span of control. What you find will tell you whether the company has thought clearly about these roles — or is using a familiar title to describe an unfamiliar burden.