Developing Leadership Skills: the Art of Empowerment
Executive Summary
This report explores the art of empowerment and the key dimensions needed to create such a work environment. It exposes the empowerment techniques needed for managers to foster in their employees. It suggests that management empowerment is critical in creating a successful organization. Employee empowerment will incite loyalty and tenure which subsequently will increase productivity. The purpose of adopting and implementing this principle is to promote talent management through human capital investment.
1. What is Empowerment? Empowerment is the process of enabling an individual to think, behave, react, and undertake decision making capabilities in an autonomous manner. Research supports the fact that empowered employees are more productive, satisfied and innovative (Argyris, 1998; Clark, 1999; Whetten and Cameron, 2002). These skills, thereby, create an environment that is conducive to higher employee satisfaction which can be correlated to increased productivity.
Managers should relinquish some degree of power and control, which will allow for employees to make decisions, set goals, accomplish results; and reap benefits and rewards for their successes. As a result, managers will have the propensity to become more effective and can therefore focus on other strategic areas of concern.
Empowerment is not acquired; it must be developed and practiced; as such, managers must bring about the following five key dimensions in those that they seek to empower. 2. Five Key Dimensions of Empowerment
According to Whetten and Cameron (2002) there are five key dimensions to empowerment: A sense of self-efficacy; a sense of self determination; a sense of personal consequence; a sense of meaning; and a sense of trust. These qualities must be fostered in those we wish to empower. 2.1. A sense of self-efficacy
Employees feel that they possess the capability and competence to perform the task successfully. This self confidence
This report explores the art of empowerment and the key dimensions needed to create such a work environment. It exposes the empowerment techniques needed for managers to foster in their employees. It suggests that management empowerment is critical in creating a successful organization. Employee empowerment will incite loyalty and tenure which subsequently will increase productivity. The purpose of adopting and implementing this principle is to promote talent management through human capital investment.
1. What is Empowerment? Empowerment is the process of enabling an individual to think, behave, react, and undertake decision making capabilities in an autonomous manner. Research supports the fact that empowered employees are more productive, satisfied and innovative (Argyris, 1998; Clark, 1999; Whetten and Cameron, 2002). These skills, thereby, create an environment that is conducive to higher employee satisfaction which can be correlated to increased productivity.
Managers should relinquish some degree of power and control, which will allow for employees to make decisions, set goals, accomplish results; and reap benefits and rewards for their successes. As a result, managers will have the propensity to become more effective and can therefore focus on other strategic areas of concern.
Empowerment is not acquired; it must be developed and practiced; as such, managers must bring about the following five key dimensions in those that they seek to empower. 2. Five Key Dimensions of Empowerment
According to Whetten and Cameron (2002) there are five key dimensions to empowerment: A sense of self-efficacy; a sense of self determination; a sense of personal consequence; a sense of meaning; and a sense of trust. These qualities must be fostered in those we wish to empower. 2.1. A sense of self-efficacy
Employees feel that they possess the capability and competence to perform the task successfully. This self confidence
References: Argyris. C (1998). "Empowerment: The Emperor 's New Clothes." Harvard Business Review. May-June, pp98-105. Bourke, J Clark, S. "Magic of empowerment: A blessing or a curse?". Long Island Business News. Vol. 47 No. 10 (1999). Dover, K Eylon, D. and Herman, S. "Exploring empowerment: One method for the classroom". Journal of Management Education. Vol. 23 No. 1 (1999). Gallup Management Journal Hadden, R. "Listen up: The best ideas may come from workers". Washington Business Journal. Vol. 17, No. 44 (1999). Heathfield, S Hocutt, M. and Stone, T. "The impact of employee empowerment on the quality of service recovery effort". Journal of Quality Management. Vol. 3 No. 1 (1998). Locke, E Whetten, D. and Cameron, K. (2002). Developing Management Skills. (5th ed.). Upper Sadle River, NJ: Prentice-Hall.