To create time for specific role of a leader, as much as possible of day to day deliver must be handed over.
This level of delegation is very important, not only to create space for leader to develop visions and longer terms strategic goals, but also in encouragement of key individuals who will both be challenged by new activities, but will also be developed for future benefit of organisation.
A leader’s role is to focus on those areas of operation where he or she can deliver greatest value and this requires huge shifts in perspective of role. Leaders differ from managers in terms of accountability.
Whilst a leader is accountable for strategic growth of organisation and delivery of results, a manager is more responsible of delivery of shorter-term results through people.
These are, of course, generalisations and roles vary.
Developing others through delegation is a great way to grow skills and confidence in your workforce. Through utilising viewpoints of others, you create variety of solutions which might well escape you, from your own experienced, though single perspective.
As well as radically improving quality of your workforce, leader who works in this way also does much more for their own focus. If a job can be done at lowest possible cost level, true with some training and on job coaching, then that frees you up for role you're being paid for too.