Should team leaders be doing all counselings for the section?

So this may not apply as the USMC and Army have inherently different levels of responsibility across almost all ranks.

So here is how it went for me and my shop.
I was the (E-5) Platoon Sergeant
We had 5 other Sergeants (we were top heavy), 5 Cpls (E-4), and 12 Junior Marines (E-1 - E-3).
We were a communications shop, so I had the work split in 3 ways. 2 Sergeants for the help desk work, 2 for the radio shop, and 2 (Including me) for the field work.

Each of those had 2 Cpls (except help desk got one), and 4 Junior Marines each.
The Corporals did the monthly counselings for the Junior Marines, and I had them give me recommendations for their Proficient/Conduct Marks. The Sergeants did the same for the Corporals and gave them their Quarterly Counselings.

All of that came back to me to review. I would make changes to pro/con marks as I saw fit. Disciplinary counselings were on me, applying across all of the Junior Marines and the Sergeants (I had to do a few on other Sergeants, that's always rough). I would keep track of all of this, as well as the morning manning reports and everything to report up to the company level. Anything unusual I would report to our Section SNCO-IC (E-7) who kept track of future planning and events that had to be reported to the Battalion Commander (O-5).

I also went to XO briefs to give updates of recent news to the Battalion XO (O-4), I also went to the OPs meetings for my Gunny that was with the S-3ops MGySgt and other Gunnies (They knew who I was and they knew I knew my stuff).

Our shop had 2 E-6's that we're in charge of the Radio shop/Systems shop, but I mostly took care of everything for them.

At the end of the day, my evaluations and the fitness reports on the other Sergeants and SNCOs were done by my (O-3 Capt) Company Commander (we didn't have a section officer at the time who would have been a 2nd Lt. or 1st Lt.).

Basically my job as PltSgt was to put out fires, keep the Marines trained, keep the shop on task, keep up a PT plan, and make ground level plans for when we went to the field. Anything that was too big for me to handle was I got assistance from the SSgts or GySgt.

Development of confidence, leadership, and competence is achieved by experience, training, and education. Delegating the responsibilities listed in the post is fine to a senior SPC when you have an experienced NCO supervising and mentoring that SPC, but shouldn't be at the expense of a SGT. It also shouldn't be delegated to avoid responsibility.
NCOs are responsible for setting and maintaining standards and discipline. This is accomplished through training, coaching, mentoring, and counseling. (FM 6-22 1-30).
I encourage you to read FM 7- 21.13, FM 6-22, ATP 6--22.1, and 6-22.6 to educate yourself on the COC, NCOSC, leadership, and counseling.
The SGT should be doing the counseling.

I think a transition is required. And I am sure the section E5 also has additional duties. So perhaps those who were supervising should sit down with the Sgt and bring him up to date on what is going on with the unit.