I've been in this position for quite a while, but happily working at a company with a culture that encourages input from even the cogs in the machine, so I've been able to exert (limited) influence on things.
As time went by, I started getting more and more frustrated about the lack of influence I could have on formulating plans and direction, and the number of mistakes I was seeing, as you mentioned as well, and decided to, reluctantly, accept a formal leadership role, so I've now been a small team lead for a few years.
What has helped in that transition was the enormous amount of coaching and training my employer gives to new managers. I would've failed in this new role without it, and more seriously I would've failed the people/teams I manage.
Since becoming a manager, I've learned that my 20+ experience as a software engineer is quite valuable and useful for the people I manage. It's different kind of rewarding compared to software engineering work, but rewarding nevertheless. It wasn't as bad as I thought it would be.
I don't know if that's helpful for you, but if you do end up considering taking up a managerial leadership role, make sure your employer doesn't just throw you into it and ask you to learn on the job without any support. It's an absolute must.