A really good book on this is "Turn the ship around".

Your role is to improve your staff to be better in their jobs. Ignoring the Manager/Engineer caste system, there is a lot general leadership in both roles.

You want your staff to be able to integrate and find information that allows them to make decisions, you don't lose accountability or responsibilty.

There is a big difference between

- "I've looked at the details, and I think we should do X, what do you think?"

and

- "What should we do about this?"

In the former, you can add extra context, and help your report understand details that may have been hidden or unknown to them. In the latter you are allowing your report to shift all the burden to you.

I appreciate that book and that context, but that's not making yourself unnecessary. In this interview (https://www.youtube.com/watch?v=b9rGATwZRr0) Rear Admiral Mike "Nasty" Manazir talks a lot about empowerment, but also about how the commander of an aircraft carrier never gets a lot of sleep.