If you want to be a great manager, remember a few things - if you inspire your people to be their best, and facilitate their path to that end, YOU are going to look good and effective. Treat your people as talented humans, each with their own skills. Nurture those skills, facilitate their professional growth - again, that makes YOU look good.
Echo that. I'm no longer a manager, having started a new career as a DBA, but I learned that lesson the hard way. Fortunately, I had great -- and horrible -- managers to learn from, and the contrast was instructive.
Effective management and leadership are skills you can learn, just like writing stored procedures or designing a building foundation. No one starts out knowing how to trouble-shoot long-running queries; you learn as you go. You may never become the best at it, but everyone can become better. Treat it like any other skill: Strive to be better. Seek out others who excel and learn from their experience. Take training courses and practice what you learn. Accept your mistakes and learn from them.
Needing to stay abreast of the latest technology is utterly irrelevant: that's what your staff is supposed to do. Your job is to guide, to be a sounding board, to do the reality checks. You need to know enough about your business to ask relevant questions, certainly, but you'll be asking things like "This is a cool plan, Chris, but how does this meet the customer's objectives for maintainability?" Or "This runs well on our hardware, great. Have you tested it on 5-year-old servers like our customer has?"
You want to teach your staff to be thinking about these things, too.
One of the first things I learned as a manager was how to encourage staff to make your priorities be their priorities. So, for example, whenever I met with one of my staff and gave her a new project, she was not to walk out of my office without a clear understanding of these 3 essentials: scope, schedule, and budget. If she was unclear on any of those 3, she was expected to ask as many questions as necessary until she was clear. Many times, the scope wasn't known, and that was fine: we'd come up with a checkpoint with a small budget to perform enough work to nail down the project's overall scope, schedule and budget.
A very enjoyable book that describes one man's transition from a dictatorial to an inclusive management style is It's Your Ship .
Good luck!
Rich