Although Agile methodologies emphasise decentralised decision-making and team autonomy, engineering managers continue to be employed in Agile software organisations. This apparent paradox suggests that traditional managerial functions persist despite Agile’s theoretical displacement of managerial hierarchy. This paper explores the persistence of engineering managers through a multidimensional framework encompassing historical context, theoretical tensions, organisational realities, empirical evidence, evolving managerial roles, and practical implications. A systematic literature review underpins our multifaceted analysis, supplemented by illustrative case studies. We conclude by proposing a conceptual model that reconciles Agile principles with managerial necessity, offering guidance for practitioners, researchers, and tool designers. Implications for leadership development, tool integration, and future research are discussed.