What it really means to lead more effectively through empowerment

Empowerment is a high-touch contact sport, but for “hands-on” leadership to be empowering, you need to be an inspiring coach. In part two of this two-part series, we delve into how leaders can genuinely empower employees and the positive impact this approach can deliver.

In our last blog post, “Busting a management myth: empowering employees doesn’t mean leaving them alone,” we discussed how leaders’ fundamental misunderstanding of “empowerment” often results in management styles that doesn’t deliver for managers, employees or the organization. What then does it mean to truly empower those you manage, and what actions can you take to drive results?

Genuine empowerment requires leaders to be involved, to be of service, to coach and mentor, to guide, to inspire – it means frequent, highly involved interactions, just of a different nature than the autocratic and controlling style. Why is genuine empowerment so difficult to achieve in an organization? The table below shares three common reasons why and the unique challenges they pose both for managers and for those they manage.

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