power versus empowerment
TRANSCRIPT
Empowerment 1
Keys to an International Economic Kingdom: Empowerment
Chenista Rae Straubel
BUS3004 – Developing a Business Perspective
Prof. Susan Newell
April 6, 2005
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Abstract
Empowerment is the fifth essential element required in today’s unfolding
learning organizations. Corporate cultures that nurture continuous improvement
and development embrace change and understand that empowerment is the key
to global successes. Some of the benefits of empowerment include accelerated
productivity, highly synergized or motivated talent streams, low absenteeism, and
increased job satisfaction.
“Competency based organizations” strive to create value and work
smarter with less by developing new revenue streams based on core strengths
fueled by empowerment. Vessey at Entergy Corporation refers to this
democratic leadership and management style as “value creation” (Eby, 1997).
This paper discusses empowerment compared to power and delegation
within organizations and includes motivation as well as a review of corporate
cultures and how they can foster empowerment based upon industry type. The
paper concludes with a summary of an interview with an Officer of the United
States Navy who shares his views of empowerment from a military perspective.
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Keys to an International Economic Kingdom: Empowerment
"A leader, like an orchestra conductor derives his/her true power from his ability to make other people powerful." -- From The Art of Possibility
"He was not afraid of the competition of other ideas …Free of the greatest vice in a leader, his ego never came between him and his job." -- Dean Acheson describing Harry S. Truman
According to Answers.com, “empowerment refers to increasing the
political, social or economic strength of individuals or groups. It often involves
the empowered developing confidence in their own capacities.” Continuing, the
definition focuses on the practice of empowering individuals within an
organization by giving workers “greater discretion and resources: distributing
control in order to better serve both customers and the interests of employing
organizations.” Empowerment includes individuals in decision-making including
process, policy, and procedure development.
When you empower individuals you raise their consciousness and they
become participants in the organization, not just mere employees or talent to be
exploited. Empowerment implies respect and authority. It means you are under
authority and therefore have and exercise authority as well. Authority is not
power. Authority is equal to accountability and responsibility. Authority is a
practical blend of justice, mercy, faith, and obedience. When applied evenly
throughout a workforce with commitment and dedication, it becomes
empowerment.
Power versus Empowerment
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“Capitalize—right now—on your power to empower” (Weaver II, 1996)!
Greatness serves selflessly, it gives, it suffers, and it endures without fear or
taking into account the cost to self. Greatness seeks to restore and to reconcile,
risks involvement, and is bold in its stand for greater of the whole. Greatness
strives to end immorality and injustice whatever the costs and consequences.
Greatness gives life and seeds greatness in others. Greatness is committed,
bears indignity, cost, sacrifice, and pain. It knows no bounds. It is both pure and
humble. It celebrates its own flaws and imperfections with nobility and honor. It
laughs, heals, and forgives. Greatness trusts. Greatness empowers.
In contrast power is self-serving, self-seeking, controlling, domineering,
and manipulating. It seeks self-gratification and glory at all costs. Power
exhumes a personal and hidden agenda and represents pride masked as a false
sense of security and superiority. It seeks to drain the life out of those who serve
it, it condemns, it betrays, it rejects, and it accuses. It is shame, it is deceit, and it
feeds upon injustice. Power brings destruction. In its true sense, power is
inferiority parading through ego and pride.
Delegation versus Empowerment
“Empowerment does not begin with delegation” (Boren 1994). Trust is the
foundation of empowerment; trust to evaluate choices and to “make and execute
creative decisions” (ibid.). Empowerment unleashes a latent power that enables
individuals to do great things.
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Delegation on the other hand, merely grants permission to an individual
within a limited scope of duty, authority, responsibility, and accountability. It is
permission to proceed as instructed.
The Role of Leadership in Empowerment
Noeleen Heyzer, director of the UN Development Fund for Women offers,
“We need a new style of leadership that does not exercise power over people,
resources and territories, but exercise power with them.” She continues, “It is
leadership that does not dominate or coerce, instead it facilitates and empowers.
It leads by allowing people to grow” (“Need for Leadership That Empowers,”
1998). Heyzer indicates that transformational leadership is a crucial component
required to eliminate poverty and violence against women and minorities.
Transformational leadership creates stability by creating new models of
“environmental and social sustainability” (ibid.). Transformational leadership
strengthens participation by extending access to leadership positions to “achieve
a more balanced world through a sense of shared destiny” (ibid.).
In her book Jesus CEO: Using Ancient Wisdom for Visionary Leadership
Motivating Through Empowerment, Jones identifies three categories of strengths
of leaders who empower: self-mastery, action, and relationships (1995). Self-
mastery focuses on the discipline, choices, risk-taking, awareness, and ethics
required of leaders and also of those empowered. Strength of action includes
identifying and doing, simplification, confidence, maintaining a global perspective,
exposure, and visibility. Action equals mobility and innovation that creates a
sense of eternal companionship that gives purpose and meaning resulting in an
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internal peace and harmony. Relationship strength embodies examples. Great
leaders lead by example and so do those who are empowered. Relationships
inspire, encourage, excite, and extend an invitation to commit freely without
negotiating a response. Relationships foster good will, good nature, and good
humor by balancing stress with humor in laughing often and loving much. The
relationship created during empowerment imparts fond memories, gifts, and
rewards.
Empowered leaders engage the “ripple effect” management style by
practicing public relations both internally and externally during the planning
process (ibid.). Ripple effect management (transformational leadership) means
that leaders train the members of their staff to act as the leader if necessary with
the same authority and dignity while remaining committed to serving and
respecting staff members. Communication is key in opening the hearts of staff
members while extending compassion, unity, and cohesion. Empowered leaders
say “yes” to success and “yes” to empowering individuals to go forth.
Empowering transformational leaders love to the very end, forgive, and treasure
the members of their staff as gifts.
Motivation and Empowerment
Leaders play an important role not only in the ethical foundation of
performance but also in the motives of the performers themselves. When
motivation and empowerment walk hand in hand, leaders unleash the talents of
individuals so that they perform the kind of job that the leader would do if they
were to perform the task themselves.
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According to Weaver, II, credibility that motivates is convincing and
demonstrates the following attributes (1996):
Sociability. Motivators must be “friendly, cheerful, good natured, warm and
pleasant” (ibid.). Are you a pessimist or an optimist? Praise says it all!
“Belief in limits create limited people (…) the trouble with people is often their
trouble with people” (ibid.)!
Competence. Good motivators appreciate and respect time, their own and
others. Demonstrating competence as a motivator indicates that you have
done your homework, are well informed, well trained, intelligent, or have an
expertise in the area.
Extroversion. Extroversion equals enthusiasm. Bold and dynamic people are
perceived as more credible and thus, convincing. Often talkative and
animated, extroverts excite people from the inside where it matters the most!
“Enthusiasm is the oil that lubricates the machinery of action—and action’s
where it’s at” (ibid.)!
Composure. Self-confidence instills confidence in others. Motivators are cool
and reserved, poised, and in control. They remain relaxed and calm
especially in stressed conditions.
Character. Successful motivators demonstrate passion freely. They are
viewed “as virtuous (courageous), honest, unselfish, sympathetic, and
trustworthy” (ibid.).
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Size. Research isn’t clear on how people respond to size, but it is clear that
the size of an individual often determines how they are received and
perceived by others.
Weight. Again research is not clear in this area, but people judge others by
weight.
Timing. The timing of decisions makes all the difference.
Empower. “Motivators empower others by example” (ibid.). This function is
not limited to a role model; it requires that motivators “nurture” others. It
requires that they have the ability to coach, counsel, facilitate, and to direct.
How to Empower
According to Ward (1996), proper assessment of the following three
conditions can help leaders and managers accomplish the task of empowerment:
1) capability assessment, 2) adoption of the proper and appropriate leadership
style, and 3) instituting an understanding of structure.
Capability Assessment. In order to be capable of empowerment,
employees must demonstrate desire or motivation to take on the
challenge and responsibilities of empowerment. Employees must be
sufficiently educated, demonstrate competence in their skills and
experience, and they must also be confident in their knowledge, skills, and
experience.
Leadership Style. The following list is not all inclusive of leadership styles
but is rather an informal review presented for investigative and
informational purposes.
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Autocratic leadership styles foster delegation rather than
empowerment.
Participatory leadership styles maintain power, authority,
accountability, and responsibility at the top.
Coaching leadership styles facilitates decision-making skills by
discussing challenges, identifying resources, and establishing
guidelines.
Transactional leadership is based on a simple exchange between the
leader and the followers of reward for applied effort. Transactional
leadership appeals to the self-interest of the followers by focusing on
the accomplishment of tasks and good worker relationship in exchange
for rewards (“Transactional Leadership”).
Ripple effect or transformational leadership “is founded on the belief
that leaders and followers can raise each other to higher levels of
motivation and morality” (“Leadership Tip of the Month,” 2003).
Structure. Parameters offered by Ward that provide structure for
empowerment include(1996):
Desired results: what do we want to accomplish?
Guidelines: what policies apply and how are they measured?
Resources: what authority does the employee have to tap into funding
resources, staffing, or other experts?
Accountability: what does success look like and how will it be
measured? What is the decision-making authority?
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Consequences: to what degree was the desired outcome
accomplished? Why or why not?
Post-mortem reviews can help organizations increase the awareness of
empowerment and to revise and reform specific policies.
Empowerment by Industry Type
According to Drucker, 21st century management strategies change based
upon industry types: growth industry, mature industry, and declining industry
(2000). Industry type is an important factor in empowerment due to differing
strategic management techniques applicable in an international economy.
Growth Industry. Growth industries can count on demand for its products
and services growing faster than the economy or population manages to
create the future. As a result, this industry type must take the lead in
innovation and be willing to take risks (ibid.). Transformational leadership
in this industry facilitates empowerment through a shared and cooperative
modified coaching style of leadership. Market surveys are like to drive this
industries competitive advantage.
Mature Industry. Mature industries need to be managed to have a
leadership position in a few crucial areas where demand can be satisfied
at lower costs by incorporating advanced technology and value-based
initiatives. They must be managed for flexibility and rapid change.
Alliances, partnerships, and joint ventures create a culture that must
incorporate change management to allow for rapid shifts (ibid.).
Transactional leadership with a blend of team-based coaching style of
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leadership helps to extend corporate boundaries allowing the alliances to
work more closely together. Empowered teams work in unison across
corporate boundaries to manage and to maintain a competitive advantage.
Economic conditions and customer feedback coupled with marketing
analysis are likely factors for maintaining a competitive advantage.
Declining Industry. Declining industries must be managed systematically
by incorporating cost reduction and quality improvement strategies that
strengthen the company’s position rather than managing for growth in
volume. Products in mature industries tend to become commodities.
Business management strategies must focus on knowledge and
adaptation to the current market trends in the allocation of disposable
income and shifts in distribution (ibid.). Empowered teams led by
participatory leaders can identify market trends and study customer
feedback surveys making recommendations based upon industry,
competition, and customer feedback.
Empowerment is the “Ultimate Asset of an Organization:” An Interview with J.
Troyanos of the US Navy.
Empowerment is an Organizational Asset. Troyanos reports,
“Empowerment is the single most effective leadership tool in my bag.” When
asked, “do you feel [empowerment] is an asset?” Troyanos responds, “Having
the ability to empower and be empowered is the ultimate asset of an
organization. It’s shows the signs of trust and confidence that leaders have in you
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and you have in your people” (J. Troyanos, personal communication, Mar 23,
2005).
Troyanos indicates that there are varying levels of empowerment within
the US Navy executed based upon experience, trust, and confidence. He
confirms that empowerment is “demonstrated through genuine trust in your
people’s ability to execute the task.” This is consistent with the feelings of those
in leadership positions within the private sector as well. Troyanos stresses that
micro management is not empowerment. In his opinion, micro management
breeds “animosity toward(s)leadership (…).” Imparting empowerment involves
earning the trust of your superiors and “exuding confidence with our actions,
demonstrating positive results towards mission accomplishment.” As Clint
Eastwood said “Pride will get you killed” Troyanos shares “Do not show a cocky
attitude, which may [have] a reciprocal affect on our leaders trust, but show a
quiet confident demeanor.” He feels that we contribute to the perceptions others
have of us personally and of our performance and this perception contributes to
the level of empowerment imparted to us.
Transformational Leadership and Empowerment. Like effective
management and leadership methods exercised in the private sector, Troyanos
appears to implement transformational leadership by demonstrating unequaled
“support [in] the organization and its mission.” He stresses, “Empowerment is a
two-way street.” Troyanos supports this observation indicating that
empowerment for an individual is the “freedom to make mistakes and get the job
done” while the leader maintains the responsibility “for providing guidance,
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leadership, and training to enable (…) success.” Troyanos feels that
“Empowerment is a leadership tool and delegation is a management function.”
Continuing, he iterates that he:
(…)must delegate as a manager and empower as their leader. (…) I can delegate authority, which empowers (…) I cannot delegate responsibility. I am happy to impart my authority, if it’s properly used (…). What I cannot and will not delegate is my responsibility as a leader. I am responsible for consequences of my organization’s action, good and bad” (ibid.).
Organizational Structure and Empowerment. The military has a wide
hierarchical management and command structure. Troyanos feels that the
hierarchy of an organization is not conducive to the level of empowerment
imparted. Within the military however, when trust and integrity is critical to
mission success, empowerment does not exist. He does share that as a leader
within the larger hierarchy structure, empowerment is the cornerstone to
success. He feels that it is his responsibility to “build and nurture a managerial
and leadership environment” (ibid.).
Bio – John Troyanos. As Officer in Charge of Naval Center for Tactical
Systems Interoperability, Detachment Four (NCTSI DET 4), John Troyanos is
responsible for the strategic direction and oversight of the detachments
personnel and mission execution in support of the United States European Naval
Command Headquarters. John has been on active duty for over 20 years and
has served at a number of commands and supported war time missions which
include; Operation Southern Watch, Operation enduring Freedom, and Operation
Iraqi Freedom. John is a “Technical Expert” in Command and Control (C2)
systems and information exchange systems. In this area, he is one of the
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military’s top contributors to C2 technological advances and is a recent winner of
the Navy’s 2004 COPERNICUS Award for leadership and inspiration in
advancing C2 technology in the Fleet. Prior to joining NCTSI DET 4, John served
as Commander, Second Fleet Staff Joint Interface Control Officer. John holds
several personal, commendation, and campaign awards for his unequaled
service and contributions to the United States Military (J. Troyanos, personal
communication, Mar 23, 2005).
Summary
Empowerment is both a useful tool and an asset to any organization when
imparted by authority, to authority, to those who are under authority. A delicate
balance and mutual respect is created when empowerment focuses on a “two-
way street” with accountability residing with those empowered but responsibility
remaining with those who empower. Trust, experience, accountability, and
confidence are the cornerstones for those who become empowered. Guidance,
leadership, responsibility, and training are cornerstones for those who empower.
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