> Engineering managers are responsible for their team’s output; they are often held responsible when their team fails to deliver. Product Managers are responsible for setting and prioritizing the product roadmap across a lot of stakeholders, often with specific business goals to achieve, and spending a lot of time doing stuff like talking to customers and helping with marketing/sales/planning/etc; they are also often held responsible when they don’t deliver on these tasks.

While this is not wrong, ask yourself as a thought experiment, what happens to the engineers if an EM over promises due to incorrect scoping or a PM leads engineers down a rabbit hole that the company doesn't care about? Hint: The engineers still toiled for that wild goose chase.

In my experience, there are far too many stakeholders (EM, PM etc.) who want work to be done by engineers but none of the stakeholders want to listen when engineering points out some fallacy, or incorrect scoping, or unknown unknowns.

Engineers don't get heard even though they are the ones doing the work. Instead, they often get blamed for speaking the truth. As simple as that.