Managers delegate, leaders transfer accountabilty.  The objective of delegation is to get work done through others.  It is based on a prescriptive (do this, do that) principle.

Transfer of accountabilty enables others to do the right work at the right time in the right way.  This encourages initiative, innovation and builds confidence in others.  That is both their confidence and, based on the outcomes, potentially your own confidence.

Delegation

Good delegation requires a high degree of clarity around requirements and strong agreement to them.  Based on the directions the outcomes or results are also clear.

In conformance with the principles of the Stacey matrix typically the management styles associated with delegation are rational, judgemental or political.

The manager or supervisor focuses on conformity to instruction which should lead to the expected results.  This is very much a command and control methodology.

Transfer Accountability

In this case the assignments are task driven.  The goals and objectives are largely related to deciding the best way to solve the problem, issue or achieve the goal, and then execute.

The progress expectations are not closley monitored.  Failure is an option and when it occurs it is both a reason to celebrate (you tried) and a learning opportunity.

The exercise of accountability requires some authority and the granting of this to others typically results in a rise in personal confidence (something like you have faith in me so I should have faith in myself)

Getting things done through others

Both delegation and transfer of accountability are approaches with benefits and risks.  The context is often important in determining the best approach, or balance thereof, in any given situation however in the long run enabling others to take accountability where feasible will lead to more innovative, creative and higher quality results.