Earned Empowerment.pptVIP

Earned Empowerment Stephen P. (Steve) Czerniak Steveczk@ Great Lakes Chapter Project Management InstituteMarch 12, 2007 REFERENCES REFERENCES * * “a form of decentralization that involves giving subordinates substantial authority to make decisions. Under empowerment, managers express confidence in the ability of employees to perform at high levels. Employees are also encouraged to accept personal responsibility for their work.” (Byars, 2004, p. 10) “the process of increasing the capacity of individuals or groups to make choices and to transform those choices into desired actions and outcomes.” (Empowerment, 2006) “A psychological concept in which people experience more self determination, meaning, competence, and impact regarding their role in the organization” Self-determination—Empowered employees experience self-determination, which consists of freedom, independence, and discretion over their work activities. Meaning—Employees who feel empowered care about their work and believe that what they do is important. Competence—Empowered people have feelings of self-efficacy, meaning that they are confident about their ability to perform the work well and have a capacity to grow with new challenges. Impact—Empowered employees view themselves as active participants in the organization; that is, their decisions and actions have an influence on the company’s success.” (McShane, 2005, p. 191). Definitions of Empowerment Team Development Path High Low Controlling/ Telling Delegating/ Advising Performance Initiative Management Decision Style Over Control “Rebellious Teams” “Controlling Managers” High Energy Misdirected Performance The Team Development Path Management Tasks and Behaviors High Performance Teams “Mature Teams” “Consulting Managers” High Energy High Competence High Performance Parental “Obedient Employees” “The Teaching Telling Manager” Low Competence Low Energy Premature Empowerment “Spoiled Teams” “The Permissive Managers” Low Energy Low Performanc