One of the challenges a software architect is frequently faced with is that they are not formally in charge but are simply expected to continually earn and keep technical authority through doing the work. I strongly argue it is a poorly structured company that requires all technical staff to act in a democratic manner while executive management operate with traditional chain-of-command (and this is now the trend). That being said, it is important for there to be open discussion and for architects to earn their trust. Goodness knows there are plenty of bad ones who rest on their title far too much and have left the hands-on development trench far too long ago.
The Dunning-Kruger effect is described as follows:
The Dunning–Kruger effect is a cognitive bias in which people of low ability have illusory superiority and mistakenly assess their cognitive ability as greater than it is. The cognitive bias of illusory superiority comes from the inability of low-ability people to recognize their lack of ability; without the self-awareness of metacognition, low-ability people cannot objectively evaluate their actual competence or incompetence. On the other hand, people of high ability incorrectly assume that tasks that are easy for them are also easy for other people. (Wikipedia)