Leadership is often defined from a pyramidal perspective where power is driven downward. It is often exhibited by a “I know best” attitude and an ego centric stance. In these circumstances power is gathered and centralized and leaders exhibit authoritarian and dictatorial stances. They use fear tactics while seeking fame and fortune at the expense of others. Such leadership is often based on our lower nature of greed, egotism and self-aggrandizement.
From a historical perspective when we look at leaders who follow this path what has been the result? Wars, empires of wealth, isolationism, divisiveness, domination over the many by the few, highly bureaucratized institutions, ghettoes, and on a personal level, abusiveness, bulling, selfishness, and moral and ethical decay.
Not all leaders who are at the top of the pyramid act in this way. However, these leaders must also be continually vigilant else they may find that their power slowly corrupts both themselves and others.
What would happen if we turned the pyramid into a circle where power is shared, egotism is curtailed, cooperation and collaboration is promoted, diversity is viewed as strength and respected, and competition operates from a co-opetition frame where everyone wins. Some people would say such a model is too Idealistic and liberal and on a macro level engenders egalitarianism, socialism and even communism.
Leaders of a dictatorial nature would rile against such an approach and use fear tactics and their usurped power to block it. They would claim it wont work and say look what we have built using the pyramid model – highly successful nations, institutions, scientific and technological breakthroughs. Ah yes, maybe so, but for whom and at what cost? Perhaps for the 1% who are at the top, where the rich become richer and the poor become poorer.
Let’s pull this apart a bit further. I suggest that pyramidal approaches are primarily head approaches, whereas circle approaches are primarily heart approaches. If we see them only in this way, however, as one or the other – we don’t leave room for a third way: the combination of heart and head. Tommy Spaulding, in his book The Heart Led Leader, pointed out that there is 18 inches from the head to the heart and so the route to use both is short. He also pointed out that those who use a balance of head and heart achieve more within their organizations than those who don’t.
The heart is where we often place emotions, while the head is confined to rationality. We feel with the heart and think with the head.
In selling we know that ‘emotions or feelings’ sell. Marketing and salespeople appeal to the heart and then rationalize their products by isolating their benefits. People often buy with their heart reflecting an instinctual or impulsive buyer. They buy ‘want’ rather than ‘need’. It’s the head that moderates and controls the ‘want’ and pushes us to purchase based on ‘need’ rather than ‘want’.
People respond when they are approached empathetically, listened to, and dealt with patiently. Yet, many leaders feel that if they lead with their heart, people will take advantage of them - a sure sign that they are losing control.
Control is the headwaters for unbridled power. An over controlling leader stifles creativity, initiative and ingenuity. The over controlling leader doesn’t allow individuals to grow, make mistakes and learn from them. When a leader understands that his/her power comes from those whom he/she serves then he is ready to share power and in the sharing the circle burns brighter and true allegiance develops for the leader and for each other. Together a strong bond of collective power emerges. And, as that collectivity binds, the leader, if he is a true leader, recognizes that he hasn’t the power but that he has nurtured a power of the whole and humbly accepts that.
Hang on to a single flaming candle and we have one candle power that will light up a small space within a room; share the flame with others and we can light up the whole room. If leaders want to grow their influence, they need to share their power. I suggest they can do this more effectively in structures that are circular in nature. What do you think?
Thank you for reading.
Leadership development encourages leaders to become inspired and motivated to continue their very best. This motivation helps them to attain goals they made for themselves as well as the company.
Unfortunately, many company leaders don’t fully appreciate or understand this. Why? Perhaps because they have problems with other company leaders, or perhaps they think that leaders are just born, and so developing leadership programs is a waste of time and money. I would like to give those that think this way a number of benefits for developing a leadership program. A leadership development program will:
In the end a leadership development program points to a culture of success – where everyone wins.
An important factor to remember when developing a leadership program is that it is just not for those in leadership positions – but should be designed to also engage those who are not in a formal leadership position. Out of this pool will come the organization’s future leaders.
What are the tips to effectively train your employees and leaders to work in conjunction with each other? People in the leadership development field agree leaders need to be effective and can be that way with self-motivation. While there are numerous studies about the benefits of self-motivation, very few leaders actually follow the advice.
If you’re creating a leadership development program for your employees, here are six tips to ensure the training is effective for all involved.
Inform People To Think Ahead – If they can do this, they have the foundation laid to become a great leader. It’s easy for them to take on bigger, harder problems or contend with challenges that arise. By thinking ahead of time, they make careful plans to ensure mistakes are mitigated.
Inspire Leaders To Learn About Themselves – This allows them to know what their strengths and weaknesses are, and come up with ways to move past, manage and address them. They can even find ways to better their strengths.
Inspire Leaders To Share Experiences With Others – Leaders who are directly involved with employees and share their experiences tend to be more effective in boosting company morale and keeping employees with the company.
Encourage Them To Pursue Additional Learning – The effective leaders know that constant learning is necessary. They understand that new things hit the market every day and that they need new skills to stay relevant and ensure the company meets its goals. In leadership development training, participants should be inspired to continue their learning, which could open up another world of opportunities they never believed was possible.
Inspire Them To Think Positive – Leaders are often faced with negative feelings and thoughts. In order for them to think positive, they need to face the negative emotions and admit that they too make mistakes that aren’t always in the best interest of employees and the company.
Well-developed leaders inspire others to become leaders; and, strong leaders are self-motivated learners who model positive behaviors and ethical values providing shining examples for others to follow.
Thank you for reading,
Richard P. Fontanie
If you were to build a house, you would begin with a blueprint. This blueprint proves useful because it contains more than directions on how to build a house. It also describes the finished house.
So, what does this have to do with leadership?
Recently a colleague of mine asked an audience of leaders to tell him the characteristics of an ideal leader.
Their answers were (in the order collected):
A good listener, enthusiasm, passion, shows appreciation, a visionary, role model, trusting, integrity, organized, knowledgeable, credibility, persuasive, charisma, team building, clarity of purpose, problem solver, attitude of service, leads by example, patience, willing to act without complete knowledge, understands followers, consistent, empowers other people, and adapts to change.
I'll add that this is essentially the same list that I received from other audiences when I asked this question. From this comes some useful insight.
Actually, applying these characteristics requires more strength than not.
And that's interesting because many popular representations of leadership emphasize at least one of these "hard" characteristics. In fact, these characteristics are the refuge of those who lack the strength (or the skills) to apply the human side of leadership.
Would they list characteristics from the "soft" list or from the "hard" list? Could you become more effective by improving upon any of the "soft" characteristics? And how about the other leaders in your organization? Do they truly maximize human potential?
People want leaders who treat them with genuine compassion, courtesy, and respect. They want leaders who help them become more successful. They want leaders who inspire them with a vision for a better world and show them how to go there.
See also my articles on A Manager's "Soft Stuff" Is Their "Hard Stuff." and under the tab Leadership Qualities on the side bar
Thank you for reading,
Richard P. Fontanie
(From a soon to be released e-book – How To Become An Influential Leader)
A note before reading. Shadows can reflect both positive and negative aspects of leadership. Shadows used in this article reflect the darker or negative side found in LeaderManager behaviour.
In the article Workplace Culture I explored how the Shadow in the workplace affects workers and in Wellbeing under Spiritual Discoveries I linked the concept with our inner selves. This article explores the role of the leader or leadership team in removing the shadow.
LeaderManagers need courage to bring the shadow out into the open and give people reason to hope, but that hope needs to become reality for the shadow to be lifted. When LeaderManagers bring the shadow to light they cut through the stereotypes, biases, myths and tensions found within a given community or society. In the process they promote change, and that change often has repercussions.
From a socio-political perspective we see examples of the difficulty in speaking the ‘truth’ and the upheaval it generates. Take for example, the reactions Martin Luther King experienced in bringing the shadow of racism to the fore, or Mahatma Gandhi in freeing India from British rule, or Nelson Mandela in loosing the chains of apartheid in South Africa, or Agnes Macphail, the first woman elected to the Canadian Parliament, or Rosa Parks, who moved from the back of the bus to the front of the bus, or currently Pope Francis who has embarked on a renewal within the Vatican. Consider also that these men and women of courage achieved or are achieving societal or institutional change through peaceful means.
However, most LeaderManagers are not societal change agents – they are the necessary force that guide change within the workplace or within local community organizations and institutions. They too need courage to speak the truth.
What do these people do to lighten the darkness?
Champion a new or renewed vision and engage workers and communities in the process. Often workers are kept in the dark as to where the organization is going and are just expected to do and not question. It’s like the manager of one organization I worked for who said, “It is not for us to question why. It’s for us to do and die.” A harsh statement if there ever was one. Needless to say workers in that organization were unhappy, disengaged and looked for a way out of the organization. A clearly stated vision engages workers around a sense of purpose with which they can align their own sense of purpose. When one’s sense of purpose is aligned with the organization, commitment, engagement and loyalty follow.
Redesign structures which encourage collaboration and cooperation. Highly bureaucratic structures reflect stultified silos which are not conducive to people working effectively across boundaries. This came to my attention once again when I heard, “l don’t care what you say, I report to another VP.” Structures that encourage collaboration and cooperation are flat where employees understand their boundaries and where the boundaries don’t bind them in effectively working with others. Employees of flat organizations don’t hide within the silos they know that the vision of the organization can only be achieved by people working together for the benefit of the whole.
Make processes fluid and open. In line with collapsed silos these LeaderManagers work at developing more open and fluid processes. Processes can either cause “red tape,” or encourage “green tape.” Rigid organizations usually have too much “red tape” which inhibit workers from effectively doing their job. “Red tape” occurs when the leadership team reacts to one-off or exceptional situations with new rules and regulations which in effect slows down the whole of the organization. It’s like one grain of sand in the inner workings of a time piece. The small grain slows the whole mechanism and on occasion even causes it to stop. The time piece works well when nothing gets in the way of the wheels of motion. So too organizations will work well and move forward when their processes are fluid allowing people to get on with their work.
Open doors to a set of positive values. Such values could include compassion, joy and honesty. A compassionate workplace gives new meaning to work; a joyful workplace makes it a fun place to work; and an honest workplace opens the door for greater justice, trust and cooperation.
Organizations have values whether they are stated or not. People who are sensitive to the vibes of an organization can feel its values. Now add to the mix the behaviour workers exhibit. They will reflect what the organization believes to be of value. The darker shadow always reflects negative values, the light always reflects positive values. Positive values are those that move an organization forward. These are the values that LeaderManagers must champion as they help organizations move out of the shadow.
Find solutions to problems, not bigger problems. Problems always have a cause and an effect. Strong LeaderManagers go to the cause of the problem and find ways to solve it. In the process they don’t create bigger problems than the one they are attempting to solve. A concrete example of this occurred in a correctional centre where a problem occurred on the food serving line. About a month prior to the occurrence a certain food type was served that caused severe diarrhea among the inmates. They were promised that that food type would not be served again by the Director of Custody. Unfortunately he didn’t tell the cooks his promise. You guessed it. A month later the food type was on the menu. The inmates went on a sit-down strike. The custodial staff wanted to go into the cell block with clubs and shields, but the LeaderManager found a peaceful and more lasting solution. He sat down with the leaders of the inmate community and sorted out a solution that included bringing them into the kitchen and showing them what was available. The solution, extra baloney sandwiches. The problem was solved without causing a bigger problem. LeaderManagers find solutions without creating bigger shadows.
Thank you for reading,
Richard P. Fontanie
We normally view time and change in a linear fashion sequentially described as past, present and future. This article discusses change, not as a sequential series of events in time but as an unending spiral of flow that is always evolving in the present. It suggests that when leaders and managers view change in this way, they may be able to more readily deal with the pushes and pulls that it produces.
The spiral of change in the ever present now is the evolutionary process of growth and development. It is rejuvenating, affirming, denying, reconciling and birthing new actuality. It isn’t static, but ever changing, evolving, transforming and taking place in the now – in the present state – in an unfolding now.
Within the spiral, there is no past or future state. The future state only exists as a vision or a picture in the mind of someone who tries to paint possibilities or opportunities in an evolving present state. There is no past state, only a continuing present state. When we talk about the past, we talk about a former present state unfolding. We describe it in the present as memory. Everything exists in the present – an affirmed presence, a transformative present and a transformed present. There is only ‘nowing’ the unfolding memories, possibilities and opportunities.
The Affirmed Present State. In the affirmed present state a leader or group of individuals recognize that something is not right, and that something needs to change. They see possibilities and try to articulate a vision of what might or can be. The future is hidden in the present state, as is the past. They plant a seed of possibilities and rally a core of people around them to achieve those possibilities similar to a gardener who plants a seed and sees a flower or a person who looks at a caterpillar and sees the possibility of a butterfly.
The Transformative Present State. During the transformative present state leaders and leadership teams champion the possibilities – they incubate and forge the dynamic forces to make new things happen. The transformative state occurs in the ever-present state – it occurs now. Deniers want to hang on to their memories of the past. These I call ‘hangers of memories’. Champions of change and hangers of memories cause unsettling forces which result in the disruption of the transformative present state. In the unfolding present, champions of change nurture the seed of possibilities while hangers of memories cling to the status quo.
The New Transformed Present State. In the new transformed present state a new entity or dynamic emerges. To keep to the analogy the plant emerges out of the ground and blooms; the caterpillar becomes the colorful butterfly; and both are realized and affirmed in the continuing present state. The birthing process becomes actualized and what was deemed as a future vision is recognized as a new but continued affirmed present state, that is until a new leader or group see new opportunities and possibilities of a different vision, and then the unfolding of the spiral of change begins anew, but always in the present.
The present affirmed state, the present remembering state and new transformed present state don’t follow a logical sequence as one step leading to another. It is like a spiral where the ‘now’ of the present merges with the now of the memories and the now of the possibilities; where the spiral is slippery and people fall forward and slip back, take detours and come back to the incline of the spiral, get stuck in memories, get fired up in the excitement of what could be; and, where passion burns at both ends of the push and pull, eventually evolving into a new dynamic only to become affirmed, denied and renewed again, yet always presently moving forward with possibilities and bringing memories in its dynamic present unfolding flow.
The spiral of change is a philosophical departure from how we normally understand the dynamics of change. It may help us deal with those who wish to hang on to the memories and those who want to move to a new reality too quickly. Since change always happens in the present - in the now – we can help people clarify and deal with their memories, not as something in the past, but as pictures in their mind occurring in the present. So rather than shutting down people who want to hang on to the past as if it was a period of time, we expose their memories as something real for them in the present; help them let go of those elements of the memory that are not helpful; and, let them vision the possibilities of a new memory. We can also help those who pressure to move too quickly to understand the disruption it causes for those who are struggling with their memories and the impact that moving too quickly has on the transformative present state.
I will continue to update this article so let me know what you think about its content.
Thank you for reading,
Richard P. Fontanie MSW
Marcel Schwantes in an article for Priority's Learning Link focuses on one of Steve Job's strategies that separates leaders who achieve success from those who still don't get it. You can read the full article here
Harvey Schachter summarizes nine common complaints employees have about their leaders, and concludes his article by referencing research that shows "being ignored by one's boss is more alienating than being treated poorly." Read the whole article here..
Sherry Knight, my friend from Dimension 11 writes some advice for those thinking of moving up and taking a leadership role. She references Saskatchewan but the message may be applied you no matter where you live.
There are some things to consider when you are looking for your own future success. One of the most important is to recognize your own strengths and those areas where you want to be better than you already are. Sometimes when things go wrong you need to remind yourself that challenges can be fixed and you can fix the problem if you have the skills or you can find someone who can.
Success is in your hands:
Know you can do it, do everything you can to make yourself a valuable part of your organization. Success is in your hands.
From Knight Views. A Dimension 11 Publication. Find it here. Printed with permission.
There is an old saying, “You can lead a horse to drink, but you can’t make it drink.” That’s right, you can’t make Blacky drink. If Blacky doesn’t want to drink, Blacky won't drink. The same applies to employees. You can show employees how to do something or request that they follow a certain policy, but you can’t make them to it. The key question for us then is, “How do we motivate employees to do the work and to follow what is expected?” The simple answer to that question is clear: we can’t motivate anyone. Yet everyone is motivated, but they are motivated for their reasons and not ours. So the foundational principles to motivation becomes: a) understand what motivates people; and, b) create a work climate for positive motivation.
Now here is the kicker. Not everyone is motived in the same way. What motivates me, doesn’t necessarily motivate you. We may be driven by different motivators. However there are a few general factors that encourage a motivated workforce. So in order to create a motivational environment two factors are at play: 1) what motivates a specific individual, and 2) what are the general motivational elements we can developed within the workplace that will encourage one to become motivated.
First let’s try to define motivation. Motivation relates to the internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal.
Generally motivation results from interactions among conscious and unconscious factors such as the 1) intensity of desire or need, 2) incentive or reward value of the goal, and 3) expectations of the individual and of his or her employer, team leader or supervisor. *
Motivation then boils down to the reason or reasons someone has for acting or behaving in a particular way, and, the general desire or willingness to do something.
Our motivational behaviors can be influenced by several factors: cultural, socio-economic, up-bringing, and recent research suggests by the neural programming of our brain.
Nearly everything we do is driven by a motivational force. Our internal drives and needs lead to tension, which turn into some sort of action. The need for water results into thirst which motivates us to drink.
Negative and positive motivational forces could include such factors as force (coercion) fear, influence, need, and desire. Depending how coercion, fear and influence are used, they could be negative or positive forces that act as drivers. For example a fear (negative force) of bodily injury could be used to implement a safety program (positive result).
These forces can be packaged as extrinsic and intrinsic motivational drivers.
Extrinsic motivation: Occurrences such as rewards, punishments, circumstances and situations which move us to action or behavior change. The force for extrinsic motivation may be positive or negative. Types of extrinsic forces include fear and incentives and at first appear negative e.g. “you do this or else;” “you do this, and you get that.” But fear motivates us when we are in danger, and an incentive may motivate to achieve. Usually fear and incentive motivation in the workplace are not long lasting.
Intrinsic motivation: Doing something for its own sake without any obvious external incentive for doing so. For example: one wants to master public speaking for its own sake and not connected to any reward.
An intrinsic motivational force may also be positive or negative depending on one’s need or perceived by another, for instance: I am motivated to sleep longer in the morning, which I perceive as good for my health, but viewed negatively by my employer if I am late for work.
Types of Motivation
So what are some of motivational drivers that may affect our motivational behaviour.
Achievement Motivation: An intrinsic desire to go after and achieve goals. Here an individual is up-ward mobile and wishes to achieve objectives and advance on the ladder to success. A sense of accomplishment is important for its own sake and not for the rewards that accompany it. “To be the best” is their motto.
Affiliation Motivation: An intrinsic drive for social relationships. People with this type of motivation work best with compliments about their favorable attitudes and co-operation.
Competence Motivation: An intrinsic drive to be good at something. The individual wants to do quality work. People with competence motivation what to take mastery over the job and take pride in solving problems and find creative solutions when obstacles are in their way. They are good at learning from experience.
Power Motivation: An intrinsic drive that pushes people to change a situation. These people want to create an impact in the workplace and are not afraid to take risks.
Attitude Motivation: An intrinsic drive based on feelings. It relates to self-confidence, belief in one self, their attitude towards life and how they view the future and how they react to their past.
Incentive Motivation: An intrinsic individual or team drive to reap a reward from some form of activity. “you do this, and you get that” sort of mentality. They look for awards, certificates, prizes, incentives to work harder.
Fear Motivation: An extrinsic force that coerces someone to act against their will. It is immediate, gets the job done but doesn’t last in the long term.
There are over a dozen theories which attempt to explain motivation. Each has their place, but each is limited in scope. However taken together we can find some generic ideas that give us a better understanding of motivation as a whole. I will leave a review of these motivational theories for another time. For now here are three common ones you may wish to look up at your leisure: Jeremy Bentham’s Carrot and Stick Approach, Abraham Maslow’s Hierarchy of Need Theory, and Douglas McGregor’s Theory “X” and Theory “Y”
Tips for creating a Motivational Environment
Here are twelve tips for creating a motivational environment that I have found work well within any organization.
Thank you for reading,
Richard P Fontanie.
In previous articles I explored the difference between delegation and empowerment. I suggested that delegation is something you “do” to people, whereas empowerment is something people have to do for “themselves.” In brief delegation comes from the organizational structure and involves the transfer of authority and responsibility. Empowerment is more intrinsic and involves taking increasing ownership through self-actualization and initiative. We delegate tasks and the authority to do the tasks, but we empower employees to take initiative to complete tasks without delegating them.
This article explores the concept of power as it applies to empowerment. However, we can’t talk about empowerment without first talking about interpersonal power and a power-dependency relationship between the LeaderManager and members of his or her team.
What is interpersonal power? Simply put it is A’s capacity to influence the behavior of B so that B acts in accordance with A’s wishes. When someone influences another or a group of people to act in a certain way, that individual has power over them. Make no mistake about it, a LeaderManager has power over others but it’s how he or she uses that power that counts. It can be used positively or negatively. Let’s look at the different types of power LeaderManagers have and the ways in which they can misuse them.
Types of Power:
Coercive Power: This is the use of power by force, where fear is a consequence. Coercive power may be appropriate in circumstances where safety or health is concerned. Think about a regulation that if not followed garners a significant fine. In this sense one is coerced to follow the regulation for fear of a fine. When LeaderManagers instill fear using ‘coercive power’ without due cause then it is usually misplaced. In such cases LeaderManagers use this type of power by instilling fear as a consequence of not doing what is being asked. It’s presented in such a way that it’s “my way, or the highway.”
Reward Power: Under the heading ‘Reward Power,’ a LeaderManager can dole out special benefits or rewards to individuals or teams. Rewards come in the form of job assignments, schedules, pay or benefits. LeaderManagers can do this in a just way, for instance, an employee is hired to do a job and receives payment and benefits accordingly. They can also use ‘reward power’ to manipulate others: “You do this, and you will get that.” Performance appraisals are at times packed with misuses of reward power. Often ‘reward power’ turns into internal trade wars with people competing for favors.
Legitimate Power: With ‘Legitimate Power’ or ‘Positional Power’ the LeaderManager can expect, considering his or her position and the employee’s job responsibilities, the employee to comply with legitimate requests. The misuse of this power could occur when the LeaderManager is caught up in her position to such an extent that she overuses it. Sometimes this can boarder on bullying such as “do this because I said so,” or “do this because I’m your boss.”
Expert Power: Many LeaderManagers have advanced within an organization or have been hired from outside because of their expertise. Knowledgeable LeaderManagers can be a blessing for an employee or a block to employee growth. A blessing when employees refer to them for advice and help; a block when they think they ‘know it all’ and coerce (there’s that power force again) others to do it their way because they know best. In this latter instance they do not give employees room to develop or try new approaches. The result stifles innovation.
Referent Power: Referent Power occurs when the LeaderManager likes an employee and enjoys doing things for him or her. “Referent power’ could also be used in reverse. The employee enjoys doing things for the LeaderManager. It becomes a force for mutual admiration. Not that there is anything wrong with this. In fact, when done appropriately it makes for a happy workplace. However, it goes awry when ‘favoritism’ becomes the norm and the LeaderManager pits one against or over another.
Information Power: The LeaderManager often has data or knowledge that employees need to do their job correctly or to ensure the team is working collaboratively and appropriately. That information should always be shared. There are times when the LeaderManager may have information that he should not share. It is deemed confidential information. When approached about that information the LeaderManager can change the subject, say nothing or say it is a confidential matter. What he shouldn’t do is open the door to the subject then say, “I have the information, but can’t share it with you.” Or “I know something that you don’t.”
Connection Power: LeaderManagers have connections with other powerful people within an organization. They often have close ties with owners, shareholders, other managers and leaders, as well as other movers and shakers within the wider community. They can be door openers for employees who are on a developmental track. They can also be door closers. Inappropriate use of ‘connection power’ occurs when the LeaderManager threatens or hints to an employee that he has the power to both open and close doors for her unless she follows his directives.
Moving to Empowerment
When we talk about sharing power through delegation or using influencing power as mentioned above we are not talking about ‘empowering power.’ Empowerment allows others to use their power. It gives employees the freedom to make decisions and commitments on behalf of themselves. It goes beyond delegation and could be referred to as “delegation for grownups”. It is a process that gives the individual room to grow and develop. They take on power for themselves to make decisions in the best interest of their organization, colleagues and customers.
Empowerment also comes with an important caveat. It comes with concomitant responsibility and accountability. It is about individuals taking ownership, responsibility and accountability for the choices they make and the resultant outcomes. Individuals take power unto themselves but they are accountable.
LeaderManagers cannot empower anyone, but they can create an environment where the empowerment message can grow. The more they give authority to employees to make decisions and take action on their own, the more likely the employees will learn to become empowered.
Be careful however, empowerment is not a “right” but a privilege and people need to first earn the privilege to become empowered.
“…every employee should earn the right to make a broader decision, take on additional authority, or be given latitude and discretion. Earned empowerment is the only valid empowerment culture…..Accountability and responsibility should always precede privilege. Give new employees the tools they need to succeed. Then make them earn greater authority and privilege.” Jeff Haden, bNet
Power to Ponder.
If you are a LeaderManager review the types of power outlined above. Think about how you are applying the types of power then rate yourself on a scale of 1(abusing) to 10 (positively using). What do the ratings tell you? Do you need to change the way you use the various power fields? How do you think your employees would rate you? Do you want to ask them?
Would you say you are an empowering LeaderManager? How comfortable are you in creating an environment for empowerment? What can you do to improve a culture of empowerment within your team or organization?
Click here to find Eight Steps LeaderManagers can take to create a culture of empowerment.
This is another article in the Essential LeaderManager Skills Series