Empowerment is often confused with delegation. Delegation often means no more than that the delegate is simply told what to do and how to do it. Empowerment is better because it allows the colleague to choose how best to achieve his or her objectives and targets. Leaders don’t delegate. They empower.
But note that empowerment is not a close relation of anarchy. People work to clearly specified objectives and targets, which they may not vary without consulting their boss and/or customer. They mist also work within other constraints laid down by the manager, including appropriate professional standards, standard procedures, quality standards and financial constraints. You should help them gain experience by empowering them, monitoring their performance and acting to relax the constraints as soon as you can.
In particular, submissions, draft letters etc. should be prepared by the person, however junior, best equipped to prepare a first draft. If the issue is not novel or contentious, and the person is appropriately experienced and trained, then there should be no need for the work to be countersigned by anyone else. Two heads are however better than one if an issue is novel or contentious. A senior colleague who countersigns work in these circumstances should concentrate on the substance of the work, and the way it will appear to Ministers or the recipients of letters etc. They should pay relatively little attention to the detail, style or grammar of the work.
Work should also be countersigned if the action officer is being trained, or gaining experience. It is helpful in these circumstances if the countersigning officer pays attention both to the substance of the work and to the detail, style and grammar. The objective of this intervention should, however, be to train the colleague so that countersignature is in due course not necessary.