Design and empirical analysis of a model of empowering leadership.

Design and empirical analysis of a model of empowering leadership.

Date: May 2005
Creator: Bodner, Sarah L.
Description: Mid-level leaders are often expected to implement employee empowerment initiatives, yet many do not have a clear understanding of how to empower employees. To address this issue, a model of empowering leadership was developed. The model presents specific, actionable behaviors that a leader should perform in order to empower employees. The model comprises 13 factors built around the areas of ability, accountability, and authority. First, leaders must ensure employees have the ability to be empowered. To do so, they must (a) build employee organizational knowledge, (b) provide access to pertinent information, (c) assure employees have the necessary skill set, and (d) identify and provide needed resources. Second, leaders must create systems of accountability for employee outcomes by (e) setting a standard of continuous improvement, (f) recognizing and rewarding good work, (g) regularly evaluating employee efforts, and (h) providing continuous feedback on employee efforts. Third, leaders should provide employees with the authority to be empowered by (i) serving as advocates of employee efforts, (j) providing an environment that is conducive to empowerment, (k) setting a clear and consistent direction to guide employee efforts, and (l) building systems and structures to support employee empowerment. The thirteenth factor of the model is a ...
Contributing Partner: UNT Libraries
Employee empowerment: Relationships between location in the hierarchy, span of control, and industry type on perceptions of empowerment.

Employee empowerment: Relationships between location in the hierarchy, span of control, and industry type on perceptions of empowerment.

Access: Use of this item is restricted to the UNT Community.
Date: August 2006
Creator: Turner, Jon T., Jr.
Description: The current study seeks to examine the relationships between perceptions of employee empowerment and perceptions of leadership, span of control, and industry type. Participants were gathered from an archival source employing a high school alumni e-mail group (n = 361) and a survey from 9 organizations (n = 647) and combined into a larger sample (n = 1008). The participants took Bodner's (2005) Assessment of Employee Empowerment and Assessment of Empowering Leadership instruments. Support was found to suggest that people report being less empowered than they believe that top management would report about them. Also, participants reported that their leader was less empowering than they believed top management would report about the leader. Span of control was found to impact perceptions of empowerment. Production workers reported feeling more empowered than workers in service industries. Participants did not report that leaders were more empowering if they were higher in the hierarchy (executive) than lower levels (coach, employee). Also, a respondent's position did not affect the relationship between job type and feelings of empowerment. This study suggests that the organizational design (span of control) and industry type may affect empowerment initiatives, while lower levels of the organization may view empowerment much differently ...
Contributing Partner: UNT Libraries
A Collective Case Study of Veterans Inside an Arts and Crafts Room and their Perceptions Regarding Empowerment

A Collective Case Study of Veterans Inside an Arts and Crafts Room and their Perceptions Regarding Empowerment

Date: November 15, 2012
Creator: Hasio, Cindy
Description: This presentation is part of the faculty lecture series UNT Speaks Out on Coming Home. The author discusses methods and findings from a project she participated in related to how veterans narrated their experiences through art. Her component of the study evaluated participants and described what they gained through creating arts and crafts.
Contributing Partner: UNT College of Visual Arts + Design