I've managed a very successful team for many years, and the one thing I don't do is their work for them. They need to do their work, in their own ways, and do it well. If they do, they don't see much of me. I attend most of the meetings (though I do occasionally have to bring one or two along for specific stuff), I do all the HR stuff, I go to the boring planning sessions, and I find out how our work is being received and chart courses for sustaining and improving on that work as needed.
I don't ask for status reports. I don't get in the way of standups. I don't pretend that I'm better at doing their job than they are. I am a facilitator for their work and I am a buffer between my team and other teams. I keep things nice and calm for them so they don't have to stress out or deal with having to interpret all the BS or do BS work. Then I do all the paperwork like the budget and the procurements and make sure our slide in the executive weekly tells the story of our awesomeness.
I listen to their complaints, other folks' complaints, and smooth that stuff out so that people can get back to work. If they need longer to get something done, I make room in the schedule and get new agreements with our customers on the new scope or timeline. If another group is in our way or not keeping up with us, I get with that group's manager and hammer out something we can all work with.
I've always been a very good technical generalist, but not as deep in individual stacks to do all the work. I am, however, a people person. I'm a damn good listener, negotiator and diplomat, and a very good business relationship manager and paper-pusher. Sometimes it sucks. Sometimes I have to have very difficult conversations with others. It's all part of the job.
What is most certainly NOT part of the job is me doing the engineering work. I trust them to get it done. They trust me to get them the time and resources to do it.