As a rough generality, being good at something, like proper good at it, is incompatible with the basic forces of how modern organisations work. By this I mean the systems of reward, power, decision-making.

That doesn’t mean all organisations work this way (mythically, startups of old didn’t), nor that some leaders can’t manage this tension, but tension it is which means while these leaders will often achieve “better” outcomes (that is, “more good” outcomes with relevance to the area of expertise or craft they’re good at, often but not always with more empathy and better working conditions for those delivering), they’ll also encounter more barriers to progressing to and maintaining positions of power, face greater scrutiny, probably be confused why the organisation around them isn’t understanding or valuing their capability (and spend a lot of time translating to frames they do understand and value), and ultimately greater burnout.