What is a manager for if not to "front line" for their team and take the role of representing the team in meetings, then filtering and distilling that informati

What is a manager for if not to "front line" for their team and take the role of representing the team in meetings, then filtering and distilling that information down into action items? (I'm conflating a little with PM/PO roles, but not much.) Obviously, discussions around technical decisions are something that engineer input should be required for. But I would argue that many, if not most, meetings that require "your team's" attendance are the ones that the manager should be fielding. For one, a manager should have the broader context and relationships to better understand the information being presented/decisions being made in the meeting. For two, time spent in that meeting is engineer time not spent doing the hands-on-keyboard work of software engineering. If the meeting is for updating teams/disseminating information/resource planning/strategic planning, that is the purview of an engineering manager, and a bit of a waste of time for engineers to be doing/leading. All of this is written very declaratively, but this is all, of course, my personal opinion; haven't been in software very long, so these are just my current thoughts.