Author： Howard Ann
Publisher： Emerald Group Publishing Ltd
ISSN： 0968-4891
Source： Empowerment in Organisations, Vol.5, Iss.4, 1997-04, pp. : 185-192
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Abstract
Finds in a study across 25 organizations more talk about high-involvement leadership than effective implementation. Part of the problem was that senior managers wore rose-coloured glasses when viewing high involvement in their organizations, which obscured the need for more action. There were many other barriers to empowerment, including a lack of appropriate rewards, mistrust and lack of self-motivation on the part of front-line employees, and leaders' skills. Identifies various factors that hurt and helped high-involvement leadership. But if used well, empowering leadership practices had handsome payoffs for leaders, their direct reports, and organizational effectiveness. Makes five recommendations to help managers implement high-involvement leadership better.
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