This would be like asking the average corporate "software development manager" to actually look at the code/product developed by his reports. Except for early stage startups where the person is truly in a player/coach role, it rarely happens.
Toyota calls it a "gemba walk" -- managers and even executives need to walk the factory floor and see problems with their own eyes, not through hearing reports.
With software, the codebase is the gemba, not the office. Managers don't need to be writing code, but they should be reading it. Otherwise it's like a production manager who has never seen the inside of their own factory.
On the other hand, my boss had a de facto policy of visiting each remote office at least once a year and conducting one-on-one meetings face-to-face as much as possible. I found this useful for myself to understand the team/environment/product and good for building connections with people, especially when cultures are significantly different.
It did result in my visiting Wuhan 16 times between 2012 and 2019, for better or worse.
For example, I documented how to load an OS image for assembly. Watched them use the guide and saw they flipped through the document. Afterwards, I inserted an extra page of what shows up in the text stream and said, "sit and wait for ...." at that point they started flipping around.
I believe the idea is for the manager to be visible and approachable so people can feel comfortable coming up to the manager raising issues etc. If the manager is away off site in an executive office or similar then it becomes an added barrier for people to be able to approach them, to notify them about issues etc.
At one of the largest tech companies.
Since every company seems to come up with their own job titles, it would be more useful if you described how large your organisation was compared to the entirety of the engineering organisation at your company.