![]() ![]() Or perhaps they have to play political games to garner support for funding of a much-needed planning tool. These “bad” stressors are different from “good” stressors that can encourage growth.įor example, the marketing professional from the previous examples might have to fill out multiple lengthy forms just to request access to an information database. Unnecessary red tape, office politics, ambiguity and interpersonal conflict create a lot of negative stress for employees, which hinders work performance. Remove red tape and other ‘bad’ stressors ![]() ![]() ![]() As a result, the desired performance-boosting effects on their job performance, proactive behavior and creativity do not take place. My research along with management professor Brad Kirkman shows clearly across several studies that when employees do not have access to resources, information and support, they are not in fact empowered. Organizations can create a company culture of support by rewarding supportive actions that promote employee self-direction. Likewise, managers can emphasize that they believe in employees’ capabilities and are there to enable employee growth and autonomy. This entails verbal encouragement as well as offers to assist on tasks and projects. Signal clear and unwavering supportĮmployees who are truly empowered believe they have the emotional and physical support needed from colleagues – including supervisors, peers and subordinates – to do their jobs well. For example, the marketing professional mentioned above might benefit from an understanding of how a new product fits into the organization’s overall product portfolio.įirms can also offer regular check-ins or town hall meetings at which everybody in the organization can ask questions about the strategic goals and vision of the company. In other words, companies can more effectively empower their employees if they divulge or communicate how their responsibilities fit into the bigger picture or strategic direction of the business. “he goal is to provide staffers with all the information they need to monitor their work and make wise decisions.” “People can’t be self-managing without information,” business management expert Gary Hamel once noted. Moreover, companies can communicate frequently – verbally in team meetings and also via digital communications – not only that resources are available when needed but also that these additional resources can be obtained easily and quickly. To do this, companies can plan and budget jobs in ways that guarantee that employees have additional, or excess, resources to draw upon. Employees should also feel that additional resources to support new ideas are readily available if and when needed. For example, a marketing professional might need access to information databases, planning software and a sufficient budget for market research. Provide all needed resourcesĮmpowered employees need to know they can access whatever resources they need to succeed. Here are four ways, my research shows, a company can avoid common pitfalls to empowering leadership initiatives. In fact, they can even lead employees to engage in unethical behavior. As a result, their efforts to empower employees often result in little impact or are entirely ineffective. ![]()
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