Learning Yourself
With luck, getting to know yourself is a lifelong project. To stop growing is to begin decaying. In earlier years, it helps to try different pursuits. Even the ones we don't like or fail at teach us about ourselves. Try to draw or paint, even if you don't like art.
At lower management levels there is more opportunity to do only what you want. At higher levels a broader knowledge of the business is required, which means learning things outside of your fields of interest. Sometimes it can mean a term of managing a department that performs functions you don't like or understand, such as moving from accounting to research. It is important to learn early on how to focus on "dull" topics and at least learn the basics. For the AS manager, it also means learning to deal with the frustration of having to tackle something you don't want to do for several months or a few years. Learn this as early as possible, whether by medication, meditation, using the energy in the work, etc. Be EXTREMELY careful to not vent on your employees - it's wrong. Also, it will destroy morale and productivity.
At some point, you may find an area in the company that you can't stand to be around, no matter the compensation. It may be because of the function, the ethics, the people, etc. If you find one, and the managers higher up want you to run it for the experience, you have to decide whether you can grit your teeth and do it. If not, and if you still want advancement it may be time for a new employer.
Areas of Interest
You make some hugely important and relevant points.
I know that throughout my career I have been guilty of avoiding areas that don't interest me and I have paid for it dearly. As you say, as a manager you don't have this luxury and, to be truthful, you can't operate effectively if you ignore related issues. It is typical though, of course, for some one with AS to unintentionally or subconsciously do this.
There are many examples: avoiding corporate politics and its effects; withdrawing and not managing staff proactively and not understanding the underlying basics of technical areas (if not a personal responsibility) such as finance if they are of no personal interest.
However, it has to be done. Identifying and making the effort in this area is vital. Making a PDP (Personal Development Plan) I have found is useful. I personally studied psychology to ensure that I gained a better understanding of people and what drives them. I found this incredibly beneficial in a business context.
Given the preference for learning "whilst doing" I have found that actually placing myself in situations is the best way to learn. "Do" some accounts; ask for feedback from staff to improve man management skills.
The last reference is very prescient to your point about venting frustration on employees. A manager cannot rely of others totally and needs to be seen to be capable; it is necessary for purposes of respect.
Not having this as a manager with AS can lead to other related difficulties: being the target of victimisation, not having the full support of staff going forward, (especially vital when things get tough), being seen as ineffectual technically which may then lead to your character traits being targeted and further exposed.
Moving forward, it is vital that these issues are addressed and overcome. The lessons need to be learnt otherwise the same problems will re-appear in a different organisational context.
As they say: "if nothing changes, nothing changes"!