I have four sub-departments, each with their own manager (though this position is more of a title and in reality I am the authority). I have no problem delegating work, though I do always feel I could do it better myself. The problem is that there is so much going on now that I feel like I am losing control.
Are you working in a technical field? For instance computer programming, engineering, or science?
If this is the case, especially if those working for you are junior or inexperienced, being a little bit "controlling" makes sense, because, in addition to being a good manager and leader of people, you need to be a good "technical leader." I liked the way Gerald Weinberg characterized what a good technical leader, IIRC
1) Keep the flow of ideas going. To me, this means not letting your teams get stuck, getting them to think outside of their respective boxes, and pushing them past doing what is comfortable (not in a task-master way, but more forcing them to try different things).
2) Good organization of work. To me, this means making sure people stick to schedules and methodologies that are created to make sure the work goes efficiently. Things like checking in code to revision control regularly, being ready for builds, following design/code guidelines so that different pieces of work dovetail well together. Making sure people aren't slacking, and doing their assigned work on the given schedule. Sometimes, even making sure people don't do "extra" work because the work is not well coordinated. Basically making sure people don't go "rogue."
3) Quality control. To me, this means making sure that people are actually thinking about consequences of their decisions, and attempting to make good/safe/compelling product (whatever the appropriate internalized values are supposed to be).
I always appreciated bosses who were "hard-asses" when it came to this stuff. It may grate on some people, but I feel like work that has to have some form of "integrity" needs to have someone making sure that it is there.
I believe this is different from micro-managing. Micro-managing is more of getting into the "hows" rather than clearly defining the "whats". (I realize this is a little ambiguous, but I am guessing you know what I mean).