Ultimately, it is the management that sets the professional tone of an organisation, especially in key (linked) areas like morale and employee welfare.
You've indicated that you are the owner, but you haven't highlighted what specific role(s) you fill in the organisation, and which you have already delegated to someone else.
If you key role is "outwards facing" - business development, strategy and so on - then it can be difficult to maintain this and an excellent level of "internal" focus required to keep the operation running happily and smoothly.
There is also a question of aptitude; only you (or perhaps your staff) can honestly identify if you are the right person to coach, mentor, manage and grow all of your people.
My former manager was highly strategic and focussed on business development; he could also get very stressed from time to time. When we set up our business unit, I was initially his only direct report, and ran the team operationally to give him the space he needed from the team when he required it.
When he left, and I took over his position, I restructured our group to retain the "team mentor" side of things, which I enjoy, delegating other components of his role to keep things balanced.
It took some time to grow the skills in the other team members, but ultimately it worked well.
In short, I'd suggest that you can choose whether to take these things on yourself, or to create a position to run them for you. The most important element of this choice is how much you enjoy performing these tasks, and how much time you can afford to invest in them yourself.