Managing all teams takes honesty, an ability to connect, balancing the needs of the organisation against the needs of the team and so on.
However, there are some specific things that developers require or value highly that other groups don't:
1) Objective decision-making.
Developers respond and react far better to a manager who engages with a problem objectively, applies reasoned logic to it and then explains the reasoning for the decision. Other groups respond well to "lead by example", "lead by inspiration" or "lead by authority/tenure", but developers tend not to accept these quite so readily as they do leadership from objective, reasoned assessment.
2) A recognition that coding is a unique blend of creative and technical effort.
Managing creative people often means taking a more "hands off" approach, to let their creativity be expressed in a way that you may not have chosen yourself. This is why people commission works of art and give a broad brief, but rarely do they define which medium to use, which colours, even what the subject or contents of the piece are. Many managers see developers as technical codemonkeys, turning requirements into code - but a good development manager realises that developers also need creative space.
3) Control of their environment.
Many people will simply accept whatever restrictions are placed on their work and happily work away within the confines they're given. Developers tend to want to control their environment (both physical and technical), so they demand more control, more access, better security privileges, to run their own tools and support systems and so on. While fighting for benefits for your team is the role of any manager, fighting for self-determination within the environment seems to be important to developers - and better, if they have control of the environment, they will own it and start tweaking every process and system wherever possible to maximise their efficiency.