Developing Empowered Leaders- An Alternative Approach

There are many reasons why empowered leaders are highly sought after. The main reason is that empowered leaders are assumedly more innovative, upward influencing, and inspirational than the status quo individual . Various factors come into play when developing an empowered leader. The two primary factors, established psychological empowerment and a comprehensive understanding of the leadership process, are the most important. A secondary factor, occupational environmental, is almost equally important in the empowered leadership development process. An analysis of the empowered leader development process examines both the individual and the institution in which that individual seeks to develop.

In an alternative approach to leadership development, researchers Thomas and Venthouse have developed a psychological empowerment model. The empowerment model presupposes that an individual must feel, “in control,” of their work in order to be more effective. The four cognitive dimensions which lead to this psychological empowerment include: meaning, competence, self determination and impact. The first dimension, meaning or motivation, requires the individual to have some correlation between their role at work and their personal beliefs and values. The second dimension, competence or self-efficacy, resides in the individuals belief in their own ability to accomplish their work with skill. The third dimension, self determination or personal control, exists in the individuals comfort level when initiating and regulating their own actions and that they are able to function at their own pace. The last dimension, impact or influence, relies on whether or not the individual feels they are capable of influencing strategic, administrative, or operating outcomes1, . Additional research by Conger and Kanungo found that supervisors who reported higher levels of empowerment were seen by their subordinates as more innovative, upward influencing, and inspirational , (Figure 1. demonstrates the Empowerment model).

Figure 1.

The second part of the empowerment addresses the working environment in which the leader may develop. The most supportive occupational environment stresses several issues. The primary issue is that the individual, like the agency, must continuously learn. This issue is most important because most organizations are changing on a regular basis. For example, nearly all corporations at the head of their industry are restructuring and changing to adapt to emerging market trends. By continually learning the leader may be empowered with the knowledge and skills necessary to have an influence . Other environmental factors that may further empower leaders include; equal information sharing, decision making, unrestricted access to work resources, and opportunities to proactively take on new responsibilities.

The development of an empowered leader is not so much a task or chore but rather an opportunity for an individual to guide others. Each of these issues, psychological and environmental empowerment, may be obtained. However, an individual still needs to make the conscious decision to lead on his own terms. This dimension of self-efficacy cannot be stressed enough. In summary, an individual must guide his own leadership development and find an institution that will best facilitate his empowerment.

References
1. Spreitzer, G., De Janaz, S., Quinn, R. (1999) Empowered to lead: the role of psychological empowerment in leadership, J. Organiz. Behav. 20, 511±526 (1999),
2. Thomas, K. W. and Velthouse, B. A. (1990). `Cognitive elements of empowerment: An interpretive model of intrinsic task motivation', Academy of Management Review, 15, 666±681.
3. Conger, J. A. and Kanungo, R. N. (1988a). `The empowerment process: Integrating theory and practice', Academy of Management Review, 31, 471±482.
4. Thomas, K.W. and Tymon,W. G., Jr. (1994). `Does empowerment always work: Understanding the role of intrinsic motivation and personal interpretation', Journal of Management Systems, 6(3).
5. London, M., Smither, J. Empowered Self-development and Continuous Learning, Human Resource Management, Volume 38, Issue 1 (p 3-15)

Developing a Visionary Leadership Approach

What is a visionary leader? The adjective, “visionary,” has been said by some to be interchangeable with the words “transformational,” “charismatic,” and “inspirational.” The word visionary invokes the notion of innovation and success(1). Researchers studying leadership theory have found that when comparing the successes of a traditional, “by the books,” leader with those of a visionary leader the traditional is more likely to have immediate, possibly short-lived achievement, while the visionary leader slowly achieves longstanding success . Certain traits of a visionary leader include the ability to transform the needs, values, preferences and aspirations of followers from self-interest to collective interest. Followers become highly committed to the leader’s mission and try to do more than they are expected to do(2). With this understanding of what a visionary leader is you may better understand how to develop a visionary leadership approach.

Although there are many technical processes to becoming a true visionary leader I believe there is one key prerequisite, a principle centered life. Stephen Covey, in the book The 7 Habits of Highly Effective People, describes his theory on how one of the most important requirements to being effective is to have a principle centered life. Unlike a life centered on marriage, work, family, religion, or money the principle centered life is unchangeable and uninfluenced by anything. An established set of principles will give a person a high degree of security, guidance, wisdom, and power that flows from a solid, unchanging core, which will give them the foundation for a highly proactive and highly effective life(3).

Once a person has established a secure principle centered life they can further develop as a visionary leader. A key concept to their understanding of leadership should follow from the theoretical model outlined by Westley and Mintzberg in their paper, “Visionary Leadership and Strategic Management (Figure 1).”

Figure 1.
The first stage, Repetition, is based on the concept that strategic visionaries are leaders who use their familiarity with issues from repetition as a springboard to innovation; they are able to add value by building new perceptions on old practices. The second stage, Representation, is the point at which the visionary leader creates a vision by evoking an emotional response from his followers. This forms a connection between leader and follower as well as between idea and action. The final stage, Assistance, requires interdependence between the leader and his followers which from the idea and vision dictates into effective action(4).

Once a person has established a principle centered life and understands the process of leadership they may then learn and acquire the skills necessary to become a visionary and charismatic leader. This step requires various and indefinite effort on becoming intellectually stimulating, inspirational, and motivating. The visionary leader must also learn how to transform followers into leaders(5).

Although this summation of how to develop a visionary leadership is short I believe it conveys the most important issues at hand. Firstly, to develop a principle centered, will give a person a high degree of security, guidance, wisdom, and power that flows from a solid, unchanging core, which will give them the foundation for a highly proactive and highly effective life. Secondly, to understand the process of visionary leadership, a person can be more aware of themselves and their ability to gain support from their surroundings. Lastly, it is extremely important to develop the technical skills of a visionary leader to fortify their role as a leader and to create leaders in followers. The role of the visionary leader is highly respected and touted but the road to it is long and arduous.

“In archaic societies, the appropriate way to honor progenitors, mythical or actual,is to repeat their gestures and their sacred words. In ‘modern societies,’ the way to show esteem and honor is not to repeat but to build on; not ritually to invoke but productivelyto extend; not to follow in the footsteps but to widen the path” (Wapner and others, 1983;p. 111).

References
1. Collins, J.C., Porras, J.L.( 1994). Built to Last. (9/3/07).
2. Shamir, B., House, R.J., Arthur, M.B. (1993). The Motivational Effect of Charismatic Leadership: A Self Concept Based Theory. Organization Science. 4(4, 577-594)
3. Covey, S.(2004). The 7 Habits of Highly Effective People- Powerful Lessons in Personal Change. New York. Free Press
4. Westley, F., Mintzberg, H. (1989) Visionary Leadership and Strategic Management. Strategic Management Journal . Vol. 10 (pp. 17-22). (9/3/07).
5. Avolio, B.J., Gibbons, T.C. (1988). Developing Transformational Leaders: A Life Span Approach. Josey-Bass Publishers. August 3rd.