I agree with Trevor; it sounds like your role is more of what I think the PMBoK references as a project coordinator or expeditor, or what Trevor captured as the project engineer...not the project manager role at all. Someone else must be serving in the role but under a different title.
The project manager is the leader. There may not be tactical tasks you can align with the role. PMs lead, motivate, facilitate, hand-hold, babysit, teach, coach, block, decide, analyze, console, remove, buy...on and on. Simply put, you know a leader is there when things are being led.
However, I have always opined that the best leaders become more and more bored as the team becomes high performing and the capabilities become mature. I find a correlation with hard working leaders and a ton of hours with weak capabilities, dysfunctional teams, and general chaos (notwithstanding new teams and new projects, that is!). So this notion of passivity, under the right circumstances, could be a very good thing.