Page 265 - leadership-experience-2008

CikguOnline
CikguOnline
246 PART 4: THE LEADER AS A RELATIONSHIP BUILDER

Exhibit 8.7 The Empowerment Continuum

Self-management
High
Are responsible for decision
process and strategy
Self-directed teams

Cross-functional teams

Make
decisions
Quality circles
Degree of
Participate
Participation groups
in decisions
Empowerment
Suggestion
programs
Give input
Periodic
briefings
Have no decision
discretion

Low

Employee Many and
Few
Skills Required Complex

Sources: Based on Robert C. Ford and Myron D. Fottler, “Empowerment: A Matter of Degree,” Academy
of Management Executive 9, no. 3 (1995), pp. 21–31; Lawrence Holpp, “Applied Empowerment,” Training
(February 1994), pp. 39–44; and David P. McCaffrey, Sue R. Faerman, and David W. Hart, “The Appeal and
Difficulties of Participative Systems,” Organization Science 6, no. 6 (November–December 1995), pp. 603–627.

authority and there is less chance that workers will resist because of the added
responsibilities that full empowerment brings. 70

Organizationwide Motivational Programs

Leaders can motivate people using other recent ideas that are more than the carrot-
and-stick approaches described earlier in this chapter, but may be less than full
empowerment. One approach is to foster an organizational environment that

helps people find true value and meaning in their work. A second approach is to
implement organization-wide programs such as employee ownership, job enrich-
ment, or new types of incentive plans.

Giving Meaning to Work Through Engagement
Throughout this chapter, we have talked about the importance of intrinsic rewards
to high motivation. One way people get intrinsic rewards at work is when they feel