Feb 8th 2013

LEADERSHIP AND EMPOWERMENTAT KMT

As for the best leaders, the people do not notice their existence.The next best the people honour and praise.The next, the people fear.The next, the people hate.But when the best leaders’ work is done, the people say, “We did it ourselves”.

Lao Tzu (c. 500 BC.), the way of Lao Tzu, Number 17.

Inspiring the organisation and its stakeholders with a clear vision and compelling sense of purpose is a necessary, but not a sufficient condition for the development of an organisation that can learn, adapt, and respond effectively to change. Empowerment, providing motivated employees with the responsibility and authority to implement the vision is equally important.

THE IMPACT OF EMPOWERMENT What studies have found:

When employees have more control – when they help to define their goals and hours and when they participate in decision-making – their job satisfaction rises.

A positive relationship has been established between participation, satisfaction, motivation, quality, productivity and performance

empowered employees have a sense of ownership and responsibility

BARRIERS TO EMPOWERMENT:

bureaucracy risk aversion the need to control others fear of loss of control lack of trust Social status the skill and time required to do it

EMPOWERMENT : ACTIONS AND BEHAVIOURS

Supporting people to help them to become more aware of their strengths and limitations, preferences, interests and motivational drives, values, beliefs and attitudes

Delegation of challenging tasks and authority to make decisions and take action

Stimulating people’s intellects, imagination and intuition, questioning the status quo, and getting them to do likewise

Providing the opportunity, resources and support for people to perform

EMPOWERMENT : ACTIONS AND BEHAVIOURS Sharing knowledge and rewarding learning as well

as performance Coaching and training for skills acquisition and

improvement Allowing and encouraging self-determination and

autonomy – the freedom of people to manage themselves

Acceptance of responsibility (sense of duty and obligation) and accountability

POTENTIAL HAZARDS

The leader becoming too laissez faire and loses control People whose goals are not closely aligned with the

organisation may go off on a tangent Inexperienced groups, who are encouraged to

groupthink without some guidance, may become dysfunctional or come to unhealthy conclusions. Teams need some structure and process to empower them.

Empowerment needs to come with accountability, otherwise people may take on extra freedom without taking on responsibility

EMPOWERMENT IN PRACTICE

The basic organisational requirements for successful empowerment are:

a clear and shared vision, mission and challenge, openness and teamwork, individual goals aligned clearly to the vision, clear boundaries for decision-making and clear task

responsibility, mutual support and a sense of security.

EMPOWERMENT IN PRACTICE Win-win agreements

● Specifying desired results● Setting guidelines● Identifying and providing available resources● Defining and agreeing accountability and how results will

be evaluated● Clarifying and delivering the consequences in terms of

reward and benefit

EMPOWERMENT IN PRACTICE Coaching, sponsorship, mentoring, providing

learning and development opportunities Self-management Skills of communication, planning and organisation,

problem-solving character traits

● Integrity● Maturity● Generous