Enhancing Leadership and Its Effect on Workers' Outcomes: An Investigative Research Based on Workers' Innovation Capabilities and Leadership Theories

Abstract

The concept of leadership empowerment was initially offered as a set of management practices leaders may use to increase their staff's sense of agency. One non-traditional kind of leadership is empowering leadership behavior. A leader's empowering behaviors towards a subordinate highlight the leader's role in a power-sharing dynamic with employees, fostering an environment in which those workers may learn to regulate their own behavior and complete assignments without constant supervision. Employees' intrinsic motivation and the growth of both the organization and its workers are boosted when leaders delegate authority and make them feel like they have a voice in decision-making. Leadership's empowering conduct boils down to a set of managerial actions that boost workers' agency by increasing their access to knowledge, rights, and judgment possibilities, as well as their confidence in their own abilities and pride in their output on the job. They shift from encouraging workers to "participate in decision making" to "information sharing" as a means of equitable communication and from "top-down" decentralization to "bottom-up" decentralization. Using a grounded theory approach, this study analyses the link between leadership-empowering behavior on employees ’ innovative behavior across the domains of personal improvement support, participative management, and delegation of authority.

Keywords

Leadership, Empowerment, Leadership's empowering, Environment