Employee Empowerment: A Case Study

Eventually, it can be maintained that in most organizations, supervisors are in a critical position to be part of the success of their employees and hence the success of the organization, or ruin the relationship with their employees and therefore break their employees’ determination as well as their motivation to perform. Leadership can also be described as conveying knowledge and information to subordinates (Bisel, and Messersmith, 2012). Knowledge given by bosses creates a helpful atmosphere to employees to achieve the appointed and desired goals. It represents a form of job resource that facilitates the personal development and motivation of subordinates. Employees are closely attentive to the knowledge and information which are given to

According to association for talent development (atd) training industry report, training expenditure has been stable in 2013 and predicts to improve further in 2014-2015. On average, an expenditure of $1,208 per employee (worldwide average) was spent in 2013. An increase of 3.33 percent is expected for the 2014-2015. Forbes, 2014 corporate learning fact book, indicates a strikingly $130 billion worldwide expenditure on corporate training. Both institutions note that a big chunk of the spending goes on leadership development training.

The above statistics point the evidential magnitude that institutions assign to the capacity of leadership. Empowering leadership of high performance is critical for organization to bring about and nurture competitive edge (Nicholson, 2011). Empowering leadership boosts employee engagement at the interpersonal level, which will lead to inclusion of magnification of empathy, interpersonal relationships, and valuable communication (Tims, Bakker, & Xanthopoulou, 2011).

Empowering leadership is an adaptive process where one or more individuals emerge as a focal point to influence and coordinate behavior for solving social challenges passed by dynamic physical and cultural environments (van vugt, 2009, Nicholson,

Overall, empowering leadership have a positive effect on employee engagement. Empowering leadership is characterized by the rearrangement, or delegation, of decision making authority to the people and workers who do not presently have it, and provides workers the control to do the job their area mandate (McKnight, 2013). Workers with empowerment develop into dynamic solution founders who devote to the preparation and implementation of jobs (Karkoulian, Mukaddam, McCarthy, &Messarra, 2013). Empowerment generates higher employee engagement (Karkoulian et al, 2013). Consequently, the kinds of actions that influential people employ necessitate care (Arnold, Arad, Rhodes, Drasgow, 2000). Conferring to Johnson (1994) empowering leadership manners generates an atmosphere that substitute accomplishment, because workers are enabled via superior accountability, decision making, power, knowledge and response, as well as incentive, sustenance, and