I think you have to focus on why the manager does what she does.
One possibility that has not been noted by other answers so far is that the team is not communicating information towards the manager in a way that makes them feel confident that the team has everything under control. Stuff may take too long to decide, or too long to implement.
Obviously I do not know your manager, but in my experience, the effect you describe happens if the manager has the feeling that the team is not able to decide what to do quickly; and many managers are very much used to make decisions based on very sparse information - for some, that is the only thing they do day in day out.
If this is the case, then there are two possibilities: either the team has a proper solution (which hopefully is better than the one the manager came up with). Or the team does not. If the team has a good solution, then it should be possible to communicate to the manager that this is the case, and describe it on a level of abstraction that tells the manager that everything is going well, maybe without going into excruciating detail.
If the team has no solution of their own, then some hard introspection is in order. If the manager, next to all their other responsibilities, finds the time to come up with solutions while the team does not, then something is majorly wrong, but not necessarily only on the side of the manager. This does not mean that the team is incompetent, but can point to process problems (for example if the team is running in 2-week sprints but the manager needs progress weekly because of upstream management asking for updates - stuff like that).
As soon as the manager has the feeling that the team is self-sufficient, she will very likely leave you alone. That should be the goal of your activities. Excluding her will probably make the situation only worse.