We Preach Subordinate Empowerment, So Why Don’t We Practice It?

This happens in civilian too. When I was a supervisor, I would have rather done the jobs myself, than trust it to someone else, because I knew I would do it right. It's all about ego and trust.

Army leaders claim they practice mission command, but it’s a different story behind closed doors.
You hardly go a day without reading a journal entry or a blog post about the Army’s leadership philosophy: “mission command.” We all get the gist — clear commander’s intent, short mission orders, empowering subordinates. Junior leaders like the philosophy because it keeps commanders from meddling in their business. Senior leaders like it because it frees them to focus on more important issues.