Transformative leadership, service leadership and ethical leadership style enhance employee empowerment, while transactional leadership plays no role in empowerment. The book highlights that many leaders use an abusive leadership style and has a negative impact on employee empowerment. You may have heard about employee empowerment and thought it was a new buzzword in the business world. It may be a buzzword, but it's also much more.
Employee empowerment is about putting manager authority to employees who are on the front lines and, therefore, closer to action. When you give them the authority to make the kind of decisions that you would only have allowed managers to make before, then we say you're empowering those employees. Today's leadership is very different from that of Caesar, Plato, the ancient Greeks or the ancient Egyptians. Today's leaders use shared power, trust, team-building and empowerment.
Methods for achieving empowerment include educating, leading, structuring, providing, advising and updating. Empowerment requires a change in leadership methods to be effective. One must be able to identify change and work with others to bring about change. Through the empowering leadership style, the vision provides a shared set of values with a focus on the client.
Successful organizations that practice empowerment, delegate and expect people to initiate, create and feel ownership. Nurses must be involved in their organizations and use empowering leadership to be successful leaders of the future. With empowered employees, the organization, the customer and the employee are winners. We conducted a meta-analysis of all available field experiments on leaders who empower their subordinates, examining the results of 105 studies, which included data from more than 30,000 employees in 30 countries.
Our article was published in the Journal of Organizational Behavior. We analyzed whether an empowering leadership style was linked to better job performance, and tested whether this was true for different types of performance, such as performing routine tasks, organizational citizenship, behavior, and creativity. We also tested several mechanisms that could explain how this type of leadership would improve work performance; for example, were these effects caused by a greater sense of empowerment or by greater trust in the leader? Finally, we looked at whether leaders who focused on empowering employees influenced employees' work performance equally across different national cultures, industries, and employee experience levels. For example, nurses' engagement tends to increase along with perceived autonomy and leadership styles, as would be expected from the conceptual model.
The main objective of this study was to test a conceptual framework, relating managers' leadership styles to nurses' perception of empowerment and their level of commitment. Therefore, the findings of this study contribute to the existing literature on the effect of leadership style on nursing practice and outcomes. Given the challenges facing the global healthcare system, nursing managers will need to learn new leadership skills to create an empowered work environment. The relationship between leadership styles and staff perceptions of their empowerment is important to nursing managers and leaders, in order to create a work environment that fosters and facilitates a high level of engagement among nurses.
This social norm should improve the acceptance of leadership empowerment among employees and even amplify its effects. This leadership enhances the importance of work, encourages nurse participation in decision-making that impacts their work life and culture, and encourages the full participation of nurses to ensure patient safety and provide the highest quality healthcare. But we found that when leadership empowerment is also about advising and supporting employee development, this can create a relationship of trust. As a result of that leadership, nurses feel that they are empowered and more committed to organizational outcomes.
Finally, regression analysis showed that nurses' perception of leadership styles (TAL and LFL) had positive and significant effects on engagement (p-value %3D 0.027 and 0.01, respectively). Other findings from the study suggest the central role of empowerment in the relationship between leadership style and organizational commitment. It is crucial for managers to understand that leadership empowerment has its limits and that factors such as trust and experience affect how their behaviors are perceived. .