I can understand how this conclusion is reached, but I would position that it's less about the specific skill in any given subject and more just about a person's own perception of what is and is not appropriate for interpersonal actions. I know a lot of incredibly smart and gifted people in the programming sphere who are the most gregarious and kind persons you might ever meet, ready to help on just about any problem they're able to -- I've also met the types you're mentioning, and I'm not sure that their way of handling themselves is a requirement or even characteristic for such genius.

Bumping into such personalities when it comes to their subject matter of expertise might be a challenge, sure. They are sure of themselves, direct to a fault, and it takes a lot to get them to reconsider their point of view or even explain it sometimes as they tend to get pretty dogmatic about it. It can be tempting to associate this with their skill level in the subject matter, but I see the same boisterous bravado from the C-levels and VPs when they decide there is something they _must_ opine on without having any knowledge in the domain.

In my experiences, those who just react "screw you guys I'm going home" when challenged aren't quite the superstars they present themselves as; the real superstars are far more open to their ideas being challenged because, in my experience again, they _like_ that sort of challenge. It's not earth shattering for their ego to be corrected, it's a moment of embarrassment, then a moment of appreciation as their mental model adjust and they begin to realize how many axioms they've held based of their previously incorrect logic begin to change/drop away, and they are unburdened by this correction, not harmed.

That is to say, I'm not sure that it's at all related to the skill level or special geniuses, it's just too easy to fall into a perception for oneself of "smart people are always right and when someone challenges them, the only correct path is to assert dominance above all else"; I don't think you need to tie such behavior to any particular industry or skillset, I can guarantee you that this happens in virtually all spheres.

With regards to the article, I think the author maybe has the start of a well developed idea that is marred by trying to associate it with success in the tech world; Steve Jobs may have bucked trends in the industry by going all-in on a nascent technology which ended up making Apple the household name for smartphones; I don't think it was out of any particular inspiration except that "this is coming anyways, and it's gonna make us a shitload of money"; Jobs might have known when he was wrong, but from the stories available, doesn't seem he was often humble about it.

But I would propose don't associate that kind of toxicity with the field; there are a lot of things that encourage such behavior, sure, but I think a lot of this is just the same outdated/ineffective ideas of leadership and decision making that have plagued the world for some time -- it's quite fast to see that this is in just about any community that gets big enough, and it's not exactly a game we _have_ to play, it's just one we continue to play for whatever reason...†

† Addendum: This is not to speak of workplace hierarchies and the ridiculousness that is the structure of a Corporation. From personal experience, such hierarchical power is absolutely a farce, the same in my mind as a pyramid scheme. My reasoning for this is that despite my very fancy title and rapid rise to this title, I know that the title is only useful so long as the person I'm talking with is willing to give it power. My colleagues will absolutely "go over my head" instead of discussing items with me if they don't get the answer they like right away, and our clients will do the same. I think the sooner we can do away with such stringent and pointless hierarchies the better, as it's hard for me to see them as anything but a show to allow the people with real power in such hierarchies to get their way.