Improving Leadership and How It Impacts Employee Outcomes: An Inquiry Based on Employee Innovation Potential and Leadership Theories

Abstract

The term "leadership empowerment" was first used to describe a collection of management techniques that bosses might use to give their employees more responsibility. Empowering leadership behavior is an example of a non-conventional style of leadership. A leader's empowering actions toward an employee emphasize the leader's position in a power-sharing dynamic with those employees, creating a setting in which those employees may learn to self-regulate their behavior and execute tasks without direct supervision. Delegating power and giving employees a voice in decision-making increases employees' intrinsic motivation and contributes to the development of both the organization and its employees. Leadership that inspires agencies in its followers entails a set of management behaviors that raise employees' access to information, rights, and opportunities for making decisions, as well as their belief in their talents and pride in their work. To achieve this, they go from a "top-down" to a "bottom-up" decentralized structure and from encouraging employees to "participate in decision making" to "information sharing" as a way of egalitarian communication. This research uses a grounded theory method to examine the impact that leaders' empowering behaviors have on workers' creative actions in the areas of personal development, teamwork, and autonomy.