For too many managers, the answer is yes.
The simple rule is:
Hands-on as much as necessary, but as little as possible, and less over time.
Leaders have to allow their reports to do their jobs, and to grow in their jobs, even if that means mistakes. You’re there to catch them when they fall, not to jump for them. In critical issues, yes, be hands-on, especially the first time. That’s what “as much as necessary” means.
But the best leaders work towards their own redundancy, so work increasingly “hands-off” as they develop the capabilities of their reports.