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Keys to an International Economic Kingdom: Empowerment

Chenista Rae Straubel

BUS3004 – Developing a Business Perspective

Prof. Susan Newell

April 6, 2005
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Abstract

Empowerment is the fifth essential element required in today’s unfolding

learning organizations. Corporate cultures that nurture continuous improvement

and development embrace change and understand that empowerment is the key

to global successes. Some of the benefits of empowerment include accelerated

productivity, highly synergized or motivated talent streams, low absenteeism, and

increased job satisfaction.

“Competency based organizations” strive to create value and work

smarter with less by developing new revenue streams based on core strengths

fueled by empowerment. Vessey at Entergy Corporation refers to this

democratic leadership and management style as “value creation” (Eby, 1997).

This paper discusses empowerment compared to power and delegation

within organizations and includes motivation as well as a review of corporate

cultures and how they can foster empowerment based upon industry type. The

paper concludes with a summary of an interview with an Officer of the United

States Navy who shares his views of empowerment from a military perspective.
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Keys to an International Economic Kingdom: Empowerment

"A leader, like an orchestra conductor derives his/her

true power from his ability to make other people
powerful." -- From The Art of Possibility

"He was not afraid of the competition of other ideas

…Free of the greatest vice in a leader, his ego never
came between him and his job." -- Dean Acheson
describing Harry S. Truman

According to Answers.com, “empowerment refers to increasing the

political, social or economic strength of individuals or groups. It often involves

the empowered developing confidence in their own capacities.” Continuing, the

definition focuses on the practice of empowering individuals within an

organization by giving workers “greater discretion and resources: distributing

control in order to better serve both customers and the interests of employing

organizations.” Empowerment includes individuals in decision-making including

process, policy, and procedure development.

When you empower individuals you raise their consciousness and they

become participants in the organization, not just mere employees or talent to be

exploited. Empowerment implies respect and authority. It means you are under

authority and therefore have and exercise authority as well. Authority is not

power. Authority is equal to accountability and responsibility. Authority is a

practical blend of justice, mercy, faith, and obedience. When applied evenly

throughout a workforce with commitment and dedication, it becomes

empowerment.

Power versus Empowerment

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“Capitalize—right now—on your power to empower” (Weaver II, 1996)!

Greatness serves selflessly, it gives, it suffers, and it endures without fear or

taking into account the cost to self. Greatness seeks to restore and to reconcile,

risks involvement, and is bold in its stand for greater of the whole. Greatness

strives to end immorality and injustice whatever the costs and consequences.

Greatness gives life and seeds greatness in others. Greatness is committed,

bears indignity, cost, sacrifice, and pain. It knows no bounds. It is both pure and

humble. It celebrates its own flaws and imperfections with nobility and honor. It

laughs, heals, and forgives. Greatness trusts. Greatness empowers.

In contrast power is self-serving, self-seeking, controlling, domineering,

and manipulating. It seeks self-gratification and glory at all costs. Power

exhumes a personal and hidden agenda and represents pride masked as a false

sense of security and superiority. It seeks to drain the life out of those who serve

it, it condemns, it betrays, it rejects, and it accuses. It is shame, it is deceit, and it

feeds upon injustice. Power brings destruction. In its true sense, power is

inferiority parading through ego and pride.

Delegation versus Empowerment

“Empowerment does not begin with delegation” (Boren 1994). Trust is the

foundation of empowerment; trust to evaluate choices and to “make and execute

creative decisions” (ibid.). Empowerment unleashes a latent power that enables

individuals to do great things.

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Delegation on the other hand, merely grants permission to an individual

within a limited scope of duty, authority, responsibility, and accountability. It is

permission to proceed as instructed.

The Role of Leadership in Empowerment

Noeleen Heyzer, director of the UN Development Fund for Women offers,

“We need a new style of leadership that does not exercise power over people,

resources and territories, but exercise power with them.” She continues, “It is

leadership that does not dominate or coerce, instead it facilitates and empowers.

It leads by allowing people to grow” (“Need for Leadership That Empowers,”

1998). Heyzer indicates that transformational leadership is a crucial component

required to eliminate poverty and violence against women and minorities.

Transformational leadership creates stability by creating new models of

“environmental and social sustainability” (ibid.). Transformational leadership

strengthens participation by extending access to leadership positions to “achieve

a more balanced world through a sense of shared destiny” (ibid.).

In her book Jesus CEO: Using Ancient Wisdom for Visionary Leadership

Motivating Through Empowerment, Jones identifies three categories of strengths

of leaders who empower: self-mastery, action, and relationships (1995). Self-

mastery focuses on the discipline, choices, risk-taking, awareness, and ethics

required of leaders and also of those empowered. Strength of action includes

identifying and doing, simplification, confidence, maintaining a global perspective,

exposure, and visibility. Action equals mobility and innovation that creates a

sense of eternal companionship that gives purpose and meaning resulting in an

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internal peace and harmony. Relationship strength embodies examples. Great

leaders lead by example and so do those who are empowered. Relationships

inspire, encourage, excite, and extend an invitation to commit freely without

negotiating a response. Relationships foster good will, good nature, and good

humor by balancing stress with humor in laughing often and loving much. The

relationship created during empowerment imparts fond memories, gifts, and

rewards.

Empowered leaders engage the “ripple effect” management style by

practicing public relations both internally and externally during the planning

process (ibid.). Ripple effect management (transformational leadership) means

that leaders train the members of their staff to act as the leader if necessary with

the same authority and dignity while remaining committed to serving and

respecting staff members. Communication is key in opening the hearts of staff

members while extending compassion, unity, and cohesion. Empowered leaders

say “yes” to success and “yes” to empowering individuals to go forth.

Empowering transformational leaders love to the very end, forgive, and treasure

the members of their staff as gifts.

Motivation and Empowerment

Leaders play an important role not only in the ethical foundation of

performance but also in the motives of the performers themselves. When

motivation and empowerment walk hand in hand, leaders unleash the talents of

individuals so that they perform the kind of job that the leader would do if they

were to perform the task themselves.

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According to Weaver, II, credibility that motivates is convincing and

demonstrates the following attributes (1996):

• Sociability. Motivators must be “friendly, cheerful, good natured, warm and

pleasant” (ibid.). Are you a pessimist or an optimist? Praise says it all!

“Belief in limits create limited people (…) the trouble with people is often their

trouble with people” (ibid.)!

• Competence. Good motivators appreciate and respect time, their own and

others. Demonstrating competence as a motivator indicates that you have

done your homework, are well informed, well trained, intelligent, or have an

expertise in the area.

• Extroversion. Extroversion equals enthusiasm. Bold and dynamic people are

perceived as more credible and thus, convincing. Often talkative and

animated, extroverts excite people from the inside where it matters the most!

“Enthusiasm is the oil that lubricates the machinery of action—and action’s

where it’s at” (ibid.)!

• Composure. Self-confidence instills confidence in others. Motivators are cool

and reserved, poised, and in control. They remain relaxed and calm

especially in stressed conditions.

• Character. Successful motivators demonstrate passion freely. They are

viewed “as virtuous (courageous), honest, unselfish, sympathetic, and

trustworthy” (ibid.).
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• Size. Research isn’t clear on how people respond to size, but it is clear that

the size of an individual often determines how they are received and

perceived by others.

• Weight. Again research is not clear in this area, but people judge others by

weight.

• Timing. The timing of decisions makes all the difference.

• Empower. “Motivators empower others by example” (ibid.). This function is

not limited to a role model; it requires that motivators “nurture” others. It

requires that they have the ability to coach, counsel, facilitate, and to direct.

How to Empower

According to Ward (1996), proper assessment of the following three

conditions can help leaders and managers accomplish the task of empowerment:

1) capability assessment, 2) adoption of the proper and appropriate leadership

style, and 3) instituting an understanding of structure.

Capability Assessment. In order to be capable of empowerment,

employees must demonstrate desire or motivation to take on the

challenge and responsibilities of empowerment. Employees must be

sufficiently educated, demonstrate competence in their skills and

experience, and they must also be confident in their knowledge, skills, and

experience.

Leadership Style. The following list is not all inclusive of leadership styles

but is rather an informal review presented for investigative and

informational purposes.
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• Autocratic leadership styles foster delegation rather than

empowerment.

• Participatory leadership styles maintain power, authority,

accountability, and responsibility at the top.

• Coaching leadership styles facilitates decision-making skills by

discussing challenges, identifying resources, and establishing

guidelines.

• Transactional leadership is based on a simple exchange between the

leader and the followers of reward for applied effort. Transactional

leadership appeals to the self-interest of the followers by focusing on

the accomplishment of tasks and good worker relationship in exchange

for rewards (“Transactional Leadership”).

• Ripple effect or transformational leadership “is founded on the belief

that leaders and followers can raise each other to higher levels of

motivation and morality” (“Leadership Tip of the Month,” 2003).

Structure. Parameters offered by Ward that provide structure for

empowerment include(1996):

• Desired results: what do we want to accomplish?

• Guidelines: what policies apply and how are they measured?

• Resources: what authority does the employee have to tap into funding

resources, staffing, or other experts?

• Accountability: what does success look like and how will it be

measured? What is the decision-making authority?

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• Consequences: to what degree was the desired outcome

accomplished? Why or why not?

Post-mortem reviews can help organizations increase the awareness of

empowerment and to revise and reform specific policies.

Empowerment by Industry Type

According to Drucker, 21st century management strategies change based

upon industry types: growth industry, mature industry, and declining industry

(2000). Industry type is an important factor in empowerment due to differing

strategic management techniques applicable in an international economy.

Growth Industry. Growth industries can count on demand for its products

and services growing faster than the economy or population manages to

create the future. As a result, this industry type must take the lead in

innovation and be willing to take risks (ibid.). Transformational leadership

in this industry facilitates empowerment through a shared and cooperative

modified coaching style of leadership. Market surveys are like to drive this

industries competitive advantage.

Mature Industry. Mature industries need to be managed to have a

leadership position in a few crucial areas where demand can be satisfied

at lower costs by incorporating advanced technology and value-based

initiatives. They must be managed for flexibility and rapid change.

Alliances, partnerships, and joint ventures create a culture that must

incorporate change management to allow for rapid shifts (ibid.).

Transactional leadership with a blend of team-based coaching style of

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leadership helps to extend corporate boundaries allowing the alliances to

work more closely together. Empowered teams work in unison across

corporate boundaries to manage and to maintain a competitive advantage.

Economic conditions and customer feedback coupled with marketing

analysis are likely factors for maintaining a competitive advantage.

Declining Industry. Declining industries must be managed systematically

by incorporating cost reduction and quality improvement strategies that

strengthen the company’s position rather than managing for growth in

volume. Products in mature industries tend to become commodities.

Business management strategies must focus on knowledge and

adaptation to the current market trends in the allocation of disposable

income and shifts in distribution (ibid.). Empowered teams led by

participatory leaders can identify market trends and study customer

feedback surveys making recommendations based upon industry,

competition, and customer feedback.

Empowerment is the “Ultimate Asset of an Organization:” An Interview with J.

Troyanos of the US Navy.

Empowerment is an Organizational Asset. Troyanos reports,

“Empowerment is the single most effective leadership tool in my bag.” When

asked, “do you feel [empowerment] is an asset?” Troyanos responds, “Having

the ability to empower and be empowered is the ultimate asset of an

organization. It’s shows the signs of trust and confidence that leaders have in you
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and you have in your people” (J. Troyanos, personal communication, Mar 23,

2005).

Troyanos indicates that there are varying levels of empowerment within

the US Navy executed based upon experience, trust, and confidence. He

confirms that empowerment is “demonstrated through genuine trust in your

people’s ability to execute the task.” This is consistent with the feelings of those

in leadership positions within the private sector as well. Troyanos stresses that

micro management is not empowerment. In his opinion, micro management

breeds “animosity toward(s)leadership (…).” Imparting empowerment involves

earning the trust of your superiors and “exuding confidence with our actions,

demonstrating positive results towards mission accomplishment.” As Clint

Eastwood said “Pride will get you killed” Troyanos shares “Do not show a cocky

attitude, which may [have] a reciprocal affect on our leaders trust, but show a

quiet confident demeanor.” He feels that we contribute to the perceptions others

have of us personally and of our performance and this perception contributes to

the level of empowerment imparted to us.

Transformational Leadership and Empowerment. Like effective

management and leadership methods exercised in the private sector, Troyanos

appears to implement transformational leadership by demonstrating unequaled

“support [in] the organization and its mission.” He stresses, “Empowerment is a

two-way street.” Troyanos supports this observation indicating that

empowerment for an individual is the “freedom to make mistakes and get the job

done” while the leader maintains the responsibility “for providing guidance,
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leadership, and training to enable (…) success.” Troyanos feels that

“Empowerment is a leadership tool and delegation is a management function.”

Continuing, he iterates that he:

(…)must delegate as a manager and empower as their leader. (…) I can

delegate authority, which empowers (…) I cannot delegate responsibility.
I am happy to impart my authority, if it’s properly used (…). What I cannot
and will not delegate is my responsibility as a leader. I am responsible for
consequences of my organization’s action, good and bad” (ibid.).

Organizational Structure and Empowerment. The military has a wide

hierarchical management and command structure. Troyanos feels that the

hierarchy of an organization is not conducive to the level of empowerment

imparted. Within the military however, when trust and integrity is critical to

mission success, empowerment does not exist. He does share that as a leader

within the larger hierarchy structure, empowerment is the cornerstone to

success. He feels that it is his responsibility to “build and nurture a managerial

and leadership environment” (ibid.).

Bio – John Troyanos. As Officer in Charge of Naval Center for Tactical

Systems Interoperability, Detachment Four (NCTSI DET 4), John Troyanos is

responsible for the strategic direction and oversight of the detachments

personnel and mission execution in support of the United States European Naval

Command Headquarters. John has been on active duty for over 20 years and

has served at a number of commands and supported war time missions which

include; Operation Southern Watch, Operation enduring Freedom, and Operation

Iraqi Freedom. John is a “Technical Expert” in Command and Control (C2)

systems and information exchange systems. In this area, he is one of the

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military’s top contributors to C2 technological advances and is a recent winner of

the Navy’s 2004 COPERNICUS Award for leadership and inspiration in

advancing C2 technology in the Fleet. Prior to joining NCTSI DET 4, John served

as Commander, Second Fleet Staff Joint Interface Control Officer. John holds

several personal, commendation, and campaign awards for his unequaled

service and contributions to the United States Military (J. Troyanos, personal

communication, Mar 23, 2005).

Summary

Empowerment is both a useful tool and an asset to any organization when

imparted by authority, to authority, to those who are under authority. A delicate

balance and mutual respect is created when empowerment focuses on a “two-

way street” with accountability residing with those empowered but responsibility

remaining with those who empower. Trust, experience, accountability, and

confidence are the cornerstones for those who become empowered. Guidance,

leadership, responsibility, and training are cornerstones for those who empower.
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Jones, L. (1995). Jesus CEO: using ancient wisdom for visionary leadership. 1st

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Leadership Tip of the Month: What is "transactional leadership?" (2003).

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Web site:
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