I worked as a developer and solutions architect for about 10 years. I worked under non-technical management for some time and was incredibly frustrated with decisions made on the basis of general management knowledge, rather than an understanding of software development and developers.
As a result, I decided to go into management - how hard could it be? Turns out, quite hard.
There are almost no transferable skills between software development and management, unfortunately.
Also, many of the aspects of software development which bring job satisfaction don't exist in a management role.
Feedback loops move from being very direct and very short - write code, compile, run, result, fix, compile, run - to almost always indirect and almost always long-running - identify what feels like a general issue with training and currency of skills in your team, explore options for training, look into costs for each, present options to team, get no consensus as everyone has a different preference, make decision on which training to use, deal with complaints from those whose preference wasn't selected, training budget is cut, so programme isn't completed, deal with complaints from those who missed out, see some improvement in uptake of new technology by one person in team, that person leaves as they are now in demand in the market...
The built-in belief that the objectively best solution is the one that should be implemented becomes subverted by political, financial and emotional influences. Rather than working in a context where there are an agreed set of terms as to what is "better", you have to negotiate with stakeholders who have more power than you, sacrifice quality to make cost savings and implement stupid features because that's what the client demands.
And of course you stop delivering true value directly yourself. Instead all your work is done through others. How often have you seen a new team lead standing over a developer's shoulder practically telling them which keys to press? Their instinct to get involved directly is so powerful that even when they're team leading, they try to get as close to the keyboard as possible. You need to learn to step back, give clear instructions and then just let the team complete the work in your place.
A transition to management is not easy, nor is it for everyone. If you're going to make the move, you need to be aware of all these issues and the many others which come with any major career shift - because that's exactly what this is.