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To Get the Most Out of Teams, Empower Them

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GROUP B – To Get the Most Out of Teams, Empower Them


Most of the employers together with managers consider working with inspired individual employees and teams to obtain the best results from them in terms of performance Employees that can take initiative and make decisions for their teams and the company as a whole are needed by companies in the knowledge-based economy. Managers have traditionally utilized a variety of incentives, such as monetary awards and promotions, to motivate their employees. However, such motivators are no longer sufficient to increase the performance of individuals and teams. As a result, in today’s highly competitive business world, managers are looking for new ways to inspire their employees to enhance their performance for the company’s advantage. As a result, executives wonder what new techniques they may employ to boost employee enthusiasm and build highly productive teams. While there are a variety of responses to this topic, the most persuasive is “Empower Teams to Get the Most Out of Them.” As a result, bosses should look for ways to increase their workers’ performance.

Companies must get the most out of their staff when confronted with modern-day issues such as recession and rising competition. They need to figure out how to get them to work harder. While monetary incentives, such as pay raises, are important, they are no longer sufficient to develop high-performing workers and teams. Managers must learn the art of empowering their people to deal with the difficulty of gaining a competitive advantage on a global scale. They need to put together successful teams of people who can think strategically and make decisions (Wu & Chen 2015). Aslam and Shah (2017) encourage businesses to reinvent themselves and become more imaginative to remain competitive and innovative by using empowering tactics like workplace autonomy. To make employees more innovative and productive, it’s important to understand what motivates individuals aside from monetary or material rewards. The information also aids managers in creating a work environment that is supportive of employees. By empowering people, they can be more creative and innovative. Empowered teams are motivated and ready to offer their all-in order to build a successful business.

Employees are no longer primarily motivated by monetary incentives, as times have changed. Workers in modern knowledge-based economies are increasingly conscious of their demands and roles within the company. They are aware of their desires and the organizations that can offer them the satisfaction and fulfillment they want (Wang et al. 2019). The present economic reality, according to Li, Chiaburu, and Kirkman (2017), is that empowerment is the most effective way to get the most out of employees. Because empowerment leadership improves subordinates’ ability to perform efficiently through motivation and self-efficacy, it allows leaders and managers to deal with difficult employment situations. They ensure that employees can lead in a variety of scenarios, resulting in the formation of effective teams (Qian, Song, Jin, Wang, & Chen, 2018). In team tasks, for example, any empowered team member can lead and generate beneficial team and corporate goals. Employees who are given the freedom to explore and develop their talents are more likely to be creative and inventive. As a result, the most effective strategy to get the best out of individuals and teams is to empower them.

Many choices were made at the top of traditional bureaucratic organizations. Managers, on the other hand, must recognize that human resources are the company’s most valuable assets and play a significant role in its success. As a result, they should put their faith in them to make important decisions, particularly those that directly affect their work. Unnecessary control has a detrimental impact on motivation and leads to inefficient teams, which is why teams should have more freedom in decision-making (Ugwu, Onyishi, & Rodrguez-Sánchez 2014). While people may fail if they are given a lot of power because they may abuse it, an organization will gain from team leadership if power is spread and members are involved in decision-making (Wang, Law, Zhang, Li & Liang 2019). Furthermore, empowered employees are aware of the management’s expectations as a result of their contributions to the achievement of team and organizational goals. As a result, the most effective way for managers to exploit poor leadership and decision-making capacities is through empowerment. To improve their performance outcomes and competitiveness, they should teach and leverage their employees’ skills.

Managers have always utilized financial incentives to motivate their employees, and some believe that such techniques, such as hefty salary packages and promotions, are effective motivators. These traditional processes are still used by certain organizations, but they are no longer relevant in today’s knowledge-based economy (Qian, Song, Jin, Wang, & Chen, 2018). While monetary incentives are important, they are ineffective without employee empowerment. Employees that are empowered are more likely to be creative because they have the opportunity to apply their abilities and gain expertise in a more independent setting. Empowerment boosts productivity and flexibility, giving you a leg up on the competition in today’s work world (Aslam & Shah, 2017). Employees that are empowered look for and implement new methods and ideas to improve their work performance and productivity. As a result, any employer that wants to get the most out of their employees in terms of creativity should empower them by allowing them to use their skills and abilities independently.

While some businesses and managers may downplay the importance of empowerment, it has proven to be critical in team development and organizational effectiveness (Jose& Mampilly 2014). The need for empowerment in firms to encourage employees to attain performance outcomes has been supported by management researchers and practitioners. Workplace outcomes such as job happiness, organizational commitment, and innovation success are all influenced by psychological empowerment (Fong & Snape 2015; Schermuly & Meyer, 2016).

Empowerment also increases workplace innovation, which improves employee performance for the company’s overall benefit. Employee empowerment’s creative capacities are a critical aspect for executives in firms across the industry. In firms where management attempts to increase performance by getting the most out of employees and teams, psychological empowerment should be stressed. Employees that are empowered are fully invested in their companies and try to improve them. In firms where management attempts to increase performance by getting the most out of employees and teams, psychological empowerment should be stressed. Employees that are empowered are fully invested in their companies and seek to give their all and work to their full capacity.

Some claim that there is no single aspect that may encourage employees to perform well. Employee empowerment alone, the argument goes, will not drive them to be creative and innovative to reach their full potential. While the notion may be true, psychological empowerment involves a wide range of motivational factors, including intrinsic motivation, autonomy, and employee competencies.

Extrinsic motivation is still crucial in the workplace, but it is no longer as important as intrinsic motivation. The subject of what motivates employees to act the way they do should be addressed by management. The key is to understand the sources of internal drives, such as having the freedom to do activities without being too supervised. Managers that are empowered trust their staff to offer their best without undue control since they have the skills and tools to complete their tasks (Qian et al., 2018). Because of the organization’s high level of empowerment, an employee working on a software program, for example, can work outside the company and deliver it on time and within budget. As a result, empowerment is a source of internal motivation that encourages employees to use their imagination and creativity.

To improve performance through motivation, one of the most important factors in an organization is empowerment. While some argue that giving employees a lot of autonomy and decision-making authority is detrimental, it is the most effective strategy to address team challenges related to low motivation levels. Competent employees in the knowledge-based economy want more than just monetary compensation for their efforts. They want psychological empowerment to increase their performance and obtain intrinsic motivation.

Empowering leadership encompasses creativity, innovation, and organizational dedication, all of which are required to meet performance objectives. As a result, leaders must recognize the value of employee empowerment by identifying their requirements and efficiently satisfying them to empower and motivate their employees. Their organizations, regardless of sector, will achieve their goals and objectives by empowering all employees, allowing them decision-making liberty, and fostering their innovation. To get the most out of their staff, influential leaders should learn how to empower them.


I have a simple approach for high-performing teams with members that enjoy each other’s company and their professions. Remove the leash that management has placed around their necks and let them make their judgments. To put it another way, empower them. This tendency began a long time ago, when businesses learned that erecting layers upon layers of bureaucracy stifles creativity, hinders growth, and creates hoops for workers to jump through to accomplish anything (Schermuly & Meyer, 2016).

Teams can be empowered in two ways. One way is to change the structure of the organization by delegating decision-making to team members and empowering teams to design their strategies. The other method is to increase team members’ perceptions of their authority, even when legitimate authority remains with the organization’s leaders. Structural empowerment, on the other hand, leads to increased psychological empowerment, offering teams (and organizations) the best chance at success (Schermuly & Meyer, 2016).

According to research, empowered teams benefit in a variety of ways. Members are more enthusiastic about their work. They show a higher level of dedication to the team and the company. They also perform significantly better. Empowerment sends a message to the team that it is trusted and doesn’t need to be micromanaged all of the time by higher management. When teams are given the flexibility to make their own decisions, they embrace greater responsibility for both the good and the bad (Schermuly & Meyer, 2016).

Granted, empowered teams must take the effort to support their continued learning and development, but teams entrusted with the capacity to direct their future do exactly that. So, do yourself (and your organization) a favor and make sure that the decisions that matter are made by teams, not by unnecessary layers of middle managers (Schermuly & Meyer, 2016).


Advocates for empowerment point to the benefits while ignoring the risks of giving teams too much decision-making power. They believe that to build great teams, all a leader needs to do is do nothing because, by empowering teams, you’ve effectively stood down as a leader and lost your authority. Empowerment can be beneficial in some situations, but it is far from a panacea (Flanding, Grabman & Cox, 2018).

Yes, during the last many decades, companies have become flatter, allowing decision-making authority to spread to lower levels of the organization. However, many teams are “empowered” simply because the management ranks have been whittled down to the point where no one is left to make the crucial decisions. The use of empowerment as an excuse to urge teams to take on greater responsibility without a corresponding rise in real advantages such as pay becomes meaningless (Flanding, Grabman & Cox, 2018).

Furthermore, the organization’s leadership already knows what it wants its teams (and individual employees) to accomplish. How likely is it that if managers left teams to their own devices, they will always choose what the manager wants? Even if the manager offers guidance on how the team should go, empowered groups might readily disregard it. Instead, they require guidance on what objectives to pursue and how to achieve them. That is the essence of effective leadership (Flanding, Grabman & Cox, 2018).

Consider what happens when decision-making authority is shared among members of a team. The definition of each team member’s function becomes hazy, and members are unable to seek counsel from a leader. Finally, when teams are self-managed, they become isolated from the rest of the organization and its objective, much like silos. Giving individuals authority does not guarantee that they will use it wisely. As a result, delegate decision-making authority to people who have progressed through the ranks of the company. After all, they ascended to the position of leader for a reason (Flanding, Grabman & Cox, 2018).


Because their decisions affect the entire team and organizational success, empowering employees helps team members feel more responsible for their actions. Employees that are empowered become leaders in their own right, able to lead and accept responsibility for a variety of initiatives. It also improves team members’ self-esteem and trust. Because the team is worldwide, the diversity of the group equals more creativity and innovation, multilingualism is one of the advantages. The team will be encouraged to value and accept its members’ differences. This diversity will aid in the development of better teamwork and performance in the pursuit of the organization’s goals and vision. To maintain good morale and team spirit, the team should build cohesive, effective engagement. This will allow the team to strive toward a common goal and vision.

Each team member will be given the authority to make important choices. This ensures that they will complete the job. When team members are empowered, they are more motivated to carry out their responsibilities and make significant changes. Because they are a part of the organization and responsible for its success, the empowered employee believes that their position is vital. The team will also view its diversity and differences as assets since it can draw on a wide range of talents, abilities, and experiences. Because the organization works with people of many countries and languages, language skills can be used to expand the company’s reach and performance. In addition to enhanced employee performance, the team’s diversity allows the organization to expand its talent pool. The distinct originality of each member should be recognized, and other members should emphasize the positive aspects of each member’s personality. Other members should focus on each member’s positive traits in terms of knowledge, talents, and viewpoints, and each member’s unique individuality should be recognized.


Aslam, A., & Shah, M. A. (2017). Taxation and the peer-to-peer economy. International Monetary Fund.

Flanding, J. P., Grabman, G. M., & Cox, S. Q. (2018). Playbook to Digital-era Change Leadership. In The Technology Takers. Emerald Publishing Limited.

Fong, K. H., & Snape, E. (2015). Empowering leadership, psychological empowerment, and employee Outcomes: Testing a multi‐level mediating model. British Journal of Management26(1), 126-138.

Jose, G., & Mampilly, S. R. (2014). Psychological empowerment as a predictor of employee engagement: An empirical attestation. Global Business Review15(1), 93-104.

Li, N., Chiaburu, D. S., & Kirkman, B. L. (2017). Cross-level influences of empowering leadership on citizenship behavior: Organizational support climate as a double-edged sword. Journal of Management43(4), 1076-1102.

Qian, J., Song, B., Jin, Z., Wang, B., & Chen, H. (2018). Linking empowering leadership to task performance, taking charge, and voice: the mediating role of feedback-seeking. Frontiers in psychology9, 2025.

Schermuly, C. C., & Meyer, B. (2016). Good relationships at work: The effects of Leader-Member Exchange and Team–Member Exchange on psychological empowerment, emotional exhaustion, and depression. Journal of Organizational Behavior37(5), 673-691.

Tannenbaum, S. I., Mathieu, J. E., Salas, E., & Cohen, D. (2012). Teams are changing: Are research and practice evolving fast enough?. Industrial and Organizational Psychology5(1), 2-24.

Ugwu, F. O., Onyishi, I. E., & Rodríguez-Sánchez, A. M. (2014). Linking organizational trust with employee engagement: The role of psychological empowerment. Personnel Review.

Wang, L., Law, K. S., Zhang, M. J., Li, Y. N., & Liang, Y. (2019). It’s mine! Psychological ownership of one’s job explains positive and negative workplace outcomes of job engagement. Journal of Applied Psychology104(2), 229.

Wu, C. M., & Chen, T. J. (2015). Psychological contract fulfillment in the hotel workplace: Empowering leadership, knowledge exchange, and service performance. International Journal of Hospitality Management48, 27-38.

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