Design and Empirical Analysis of a Model of Empowering Leadership.

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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 ... continued below

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Bodner, Sarah L. May 2005.

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  • Bodner, Sarah L.

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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 constant focus on the work, because without the work there is no real reason for empowerment. A review of the existing literature suggests a need for empirical research on empowerment concepts. This dissertation empirically investigated empowering leadership with two studies. The first focused on development of measures, while the second focused on model development. The measurement study supported the three general areas of ability, accountability, and authority, although the accountability area was weak. Results of the model examination study indicated that the model largely behaved as expected, but did require some modification. Based on the model exploration, four of the original 13 dimensions (set a standard of continuous improvement, provide continuous feedback on employee efforts, set a clear and consistent direction to guide employee efforts, and focus on work) were removed. Finally, the study revealed that a relationship does exist between employee empowerment and empowering leadership.

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UNT Theses and Dissertations

Theses and dissertations represent a wealth of scholarly and artistic content created by masters and doctoral students in the degree-seeking process. Some ETDs in this collection are restricted to use by the UNT community.

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  • May 2005

Added to The UNT Digital Library

  • Feb. 15, 2008, 4:07 p.m.

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  • July 2, 2015, 2:01 p.m.

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Bodner, Sarah L. Design and Empirical Analysis of a Model of Empowering Leadership., dissertation, May 2005; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc4789/: accessed October 24, 2017), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .