The first thing to keep in mind is that being a PM has nothing to do with the skills of a developer other than to judge estimates and evaluate design decisions. It's a DIFFERENT job. You're not the developers' peer and you're not s super lead (anyone who says those things is telling you they just want to be left alone to do whatever they want). So, here's the simplest version:
A PM is responsible for WHAT everyone on the team is doing, a dev (team member) is responsible for HOW they will do the work assigned. That division of responsibility is not black and white but it's a good razor to start with. Anyone who tells you it's not a real management role or you're not a people manager is badly mistaken. Because the PM role in most companies wields authority through persuasion, you are the only true people manager there is.
As the primary conduit between the world outside the project (with its many, often conflicting, stakeholders), and the world inside the project (with its many, often conflicting personalities, styles, and levels of experience), the PM has to deconflict both worlds and harmonize the two. That means you will always have to choose who to disappoint at any given moment.
The job of the PM is to maximize the value of the project for the company. Everything else is secondary. Note that value, in this case, covers a lot of ground from economics to morale and increased capability to tackle the next project. Always be prepared to explain your decisions on that basis, and, if you can't, why are you deciding that way?
The final thing I would tell you to expect is to spend 2+ years at the role before you begin to become comfortable with it, if you ever do. You are either wired to be a good PM or you are not. The mechanics aren't hard, the social dynamics and the situational awareness are.
Good luck!