I've been gradually sliding a supervisory role in my job (mainly by dint of everyone else with similar levels of seniority not being interested) and it's been a bit of a challenge because I'm an academic and a research nerd and not a manager. My supervisees are all good folks but they haven't been getting important parts of their jobs done and it's negatively impacting the org. I need to learn how to get them finish their crap but the descriptions of most management books stick to my skin in a way that feels hard to wash off. Does anyone know of good books/etc that won't make me talk like an MBA program replaced my soul with foam packing peanuts?
Edit: Thanks for all the really thoughtful responses, it's a huge help.
Servant Leadership is kinda a terrible term, but it seems to be close to what some of my best managers have done to really build camaraderie and improve things. Basically, you need to understand everyone's capabilities well (including yours) and allocate them effectively to deal with the work. If you are senior in doing the things, then you might be the most effective part of the team. This doesn't mean you should be doing most of the work necessarily, because it might make more sense for you to train up others to be able to divide and conquer the workload. So it's really about knowing your labor capabilities and your workload and how they fit together best.
Other things to consider are keeping everyone in your team at least informed on what each other are doing (something like regular stand-ups to check progress) even if they are not directly impacting each other. This helps build cohesion and cross-pollinate ideas. Someone else on the team might have found a trick to dealing with an issue that could help other parts of the team, etc.
And do the grunt work if your team is better at doing the more interesting and complex work. Mgmt that abstracts away as much of the BS parts of the job is always super appreciated in high-paced settings. It allows your people to focus and deliver and grow. Do the boring data entry if you aren't able to be useful in other ways, especially if it helps your team work faster/better.
Other stuff is fighting the org / making the case to protect your team ("going to the mat" as I've heard it called). This is a whole other thing that you'll have to gauge for yourself as you grow. Setting expectations is another thing that you should train your team to do, as it is critical to how your team relates to the rest of the org. Think of Scotty on Star Trek. He adds buffer time into the work to keep his team happy, but it also means they can 'perform miracles' when the situation merits the need.
I've never been officially in a mgmt role, this is just based on my perspectives and what I've seen with good mgmt.