Every decade or so, a new trend seems to sweep through the business world regarding leadership. In the realms of diversity management, downsizing, outsourcing, generational work conflicts, and the information age, things have become more complex than ever.
A universal leadership model is no longer effective. We can't apply the same approach to everyone and expect success. Managers and leaders need a framework that respects each individual's unique role at work.
Empowered leadership is the solution. It involves sharing power between management and employees, thereby empowering both parties. Common belief suggests that when those in authority share their power with employees, they lose something. In reality, they gain.
Consider this: when leaders rule with an iron fist, they often instill fear in their employees. Do you perform your best work when you're afraid? Personally, I would comply to avoid negative consequences, but it wouldn't be my best effort. The best a manager can achieve through coercion is compliance. If compliance suffices, then coercion might work. However, I would grumble, complain, and quietly look for ways to retaliate. I wouldn't speak well of my employer and would seek validation for my feelings from colleagues, fostering an "us" versus "them" mentality.
When leaders and managers aim to empower their employees, they earn their loyalty.
When leaders and managers aim to empower their employees, they earn their loyalty. Employees want to give their best to supervisors who listen to and respect them. Without fear, they can be creative and innovative.
When managers accommodate special requests without affecting product or service delivery, employees are likely to reciprocate with their best efforts. Sharing power only enhances a manager's authority. This doesn't mean being a pushover and only supporting employees' desires. As a manager, you have a dual role—you must represent employees' wishes, opinions, and suggestions to management while also conveying management's concerns and expectations to employees. This balance is challenging.
You won't get the best from your employees if they don't respect you. You can't be a doormat for them. If they think you have no boundaries, they'll never be satisfied and will keep asking for more. You'll feel exploited, and in truth, you allowed it.
Expect excellence from all your employees. If you only anticipate mediocrity, that's what you'll get.
As a manager, set high standards. Expect excellence from all your employees. If you only anticipate mediocrity, that's what you'll get. Set the standards and lead by example. If your employees see you giving your all, it will be hard for them to underperform. You must have production goals for products or services. Always involve your employees in setting these goals, with a focus on continuous improvement.
As a manager, you must create a workplace that satisfies the needs of both yourself and your employees. You can't focus on one at the expense of the other without facing negative consequences. If you focus solely on production and ignore human capital, you'll end up with resentful, resistant, and angry employees. Conversely, if you focus only on people and compromise production goals, employees will take advantage and avoid work. If you, the manager, don't value production, why should they?
Somewhere in the middle, balancing relationships and production goals, you practice empowered leadership, and that's where you'll get the most from your employees.
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