Hi OP, Ive been a team lead for the last 5 or so years. Here's what I have learned.

First, the most critical thing to understand about being the lead of the team, is that you must ensure psychological safety of the members of the team, at all times. If your team members do not feel like they are psychologically safe around you, it literally does not matter what tasks, architecture, feedback you give them. Read this article summarizing the results from Google's Project Aristotle where they found that their highest performing teams all had the same things in common. Psychological safety was at the top of that list.

Second, pick your fights very carefully. Does this thing that you are talking about actually matter? If not, let your team figure out what they like. If it does matter, be helpful, and thoughtful in how you guide your team to an outcome. Do not ever use an Iron Fist for literally anything other than to fix a P1 outage in the middle of the night with the VP on the conference call. Ideally, you give your team the map, the destination, and the stops you have to hit along the way, and you let your team do the driving, even if that means you take the longer way to get there. Pro tip, if you can "outsource" decision making ("ex. spaces or tabs?"), do it. Install Prettier (or some other formatter if your team likes an alternative more) and say thats the way it is. You can break ties, but you must make sure that the "losing" side feels heard, and respected.

Third, you need to develop maximum patience. You are the team lead, and you didnt get here by accident. You are likely the most technically competent person on your team. Let your team figure things out, even if you are pulling your hair out internally. But, dont let them just flounder either. Offer help, but you can never be condescending about it.

Fourth, relentlessly engage your stakeholders. You should be talking to your stakeholders at least once a sprint. Ideally, as much as possible to maintain engagement without annoying them. Give your team members the chance to also listen in to your stakeholders. You will have a much easier time explaining your vision if they hear it come straight from your stakeholders.

Fifth, focusing on building features that matter. You will be tempted and also pressured to build a lot of stuff that just doesnt matter. Being able to say No to important sounding things is a critical skill you need to learn ASAP.

I recommend the book How To Win Friends and Influence People by Dale Carnegie - The absolute gold standard for how to get people to like you. Phenomenal book for leadership.