First of all, getting people together to talk is not doing nothing. It's getting people together and talk. There are companies/departments where people just don't talk to each other anymore, or not about the right things, because many things are so bogged down that people don't bring them up anymore.
Ok, now while I'm typing I see what you might mean: Of course in a management role you actually have to actively "facilitate": You have to challenge things that seem to be stuck, you have to offer solutions by comparing your experience with the situation at hand. Some kind of an "organisational coach with focus on IT teams". But this wouldn't be a permanent position but a freelance one, and 6 months seems to be a reasonable time for an IT team (and its stakeholders!) to resolve a lot of issues and to be able to flourish on their own.
Having the team decide on architectural matters isn't bad management per se in my opinion. At least having most of the ideas - of course management is responsible for the decisions, but if the ideas come from the team, the developers usually feel way more appreciated, and the decisions are supported way better than those that "come from above". But also, management has to facilitate: Have the team explain why they want to do things a certain way, have them lay out alternatives, and challenge their ideas with your experience.
That's just my understanding of an IT manager: You're not a manager because you were the best developer, and so you were promoted - changing into a management role is NOT a promotion, it's taking a different career path, doing a different job. So to my mind an IT manager should not be a lead architect who has all the great ideas, and the team works them off. He's a Servant Leader who helps the team to be the best team they can be.