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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

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

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

"When you have a high level of employee involvement in regards to the decision-making and problem-solving; and, when employees know that they are not alone to deal with their personal issues; and, when they see opportunities to become healthier with their employer's help; then, that business will be able to count on its greatest resource, its employees."

Glenn McFadden
Executive Vice President of Operations
The Comporium Group