I genuinely agree. In a former life I was promoted from software developer to lead dev/scrum master, and I can tell you the dev part of the job moved completely to the background, making room for something more of a secretary job: planning poker roundups, doing the scrum board task dance, doing the numbers game on estimated and effective man-hours, etc. Overhead.

I don't say agile development is a bad thing. But some managers tend to be led by cool buzz words and obey the manifesto way to strictly.

Agile development is different for every team and situation, not a one-stop-shop everyone should adhere to.