APA Center for Organizational Excellence: Abstract Detail: When empowering employees works, and when it doesn’t

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Title

When empowering employees works, and when it doesn’t

Available Online https://hbr.org/2018/03/when-empowering-employe...
Publication Date March 2, 2018
Author Allan Lee, Sara Willis, and Amy Wei Tian
Source Harvard Business Review
Source Type Online News Article
Summary

This article focuses on the results of a meta-analysis focused on employee empowerment. The article states that empowering leaders often have more creative and helpful employees. Empowerment occurs when employees feel their leaders are more empowered and trustworthy. The article also states that increased empowerment does not always lead to increased performance on routine tasks. The article states that empowered leaders in Eastern cultures have a bigger impact on task performance than empowered leaders in Western cultures, but Western employees benefit more from autonomy than employees in Eastern cultures. The article concludes that organizational empowerment can motivate employees but can also decrease routine task performance.

Keywords Employee empowerment, empowering leaders, routine task performance, autonomy, meta-analysis
Reference

Lee, A., Willis, S., Tian, A. W. (2018, March 2). When empowering employees works, and when it doesn’t. Harvard Business Review. Retrieved March 9, 2018, from http://www.hbr.org

"The University of Arizona is honored to be recognized by the Arizona Psychological Association for promoting a psychologically healthy workplace. Our life-cycle services and campus-wide partnerships are designed to promote resiliency and well-being for our most valuable resources-our employees."

Saundra Taylor
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University of Arizona